Editor’s Note
Helpful Equipment Features... That Do No Harm
Staff Training
CETA Edge: Why Serve? A Path into Leadership
Product News
Equipment Durability and Quality
Financial: Dealing with Troubled Customers
Where Any Marketing Plan Begins
Industry News
Proper Equipment— Prepared and Ready
Overcoming Labor Shortages and Skills Gaps
Service Center Directory
Products & Services Directory
Advertiser’s
If anyone has gone camping, then you realize there is a lot of work that needs to be done before you can go and enjoy the experience. It requires a lot of forethought, planning, and list making to be certain that you have everything you need. It requires a large amount of effort before you go to enjoy the time, but that effort pays off in the end.
In a similar fashion, now is the time to prepare for the season. There is a lot of work that needs to be done in advance so you can maximize your pressure washing opportunities. It may be that you are already facing challenges in the fact that you are seeing your schedule fill up with job opportunities that are too much for one or two people. You have a high demand for labor but a short supply of workers, so how are you going to get help? And if you get help, how are you going to train this new employee so that he or she can have the skills needed to be of real assistance?
Perhaps the last couple of months of winter have been relatively quiet for you on the work front, and you have been able to relax and enjoy some downtime. The equipment has been properly stored, but now it is time to bring it back out and to begin to get it ready so you can “make hay while the sun shines.” If you have the right equipment to do the work, how are you going to make sure that the equipment is ready to go? It requires work. You have to make sure that the equipment is ready for each day of work, so you have to start with the basics of equipment care and pay attention to your equipment at the end of each day so it is ready to be used the next day.
We hope that as you read this month’s magazine you will find a lot of helpful information in these pages that will assist you in preparing for a successful and productive pressure washing season. It will take work, but the work you do beforehand will pay off in the long run.
Michael Hamline mhamline@cleanertimes.com
800-525-7038
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Equipment that fundamentally changes access and takes people out of harm’s way.
by Diane M. Calabrese
ccess. It’s something to consider when choosing equipment and ancillaries.
The lighter and more agile a machine, the easier it is to maneuver, whether into position or from jobsite to jobsite. Any feature of a machine or ancillary that improves access, including easing the path to the inner workings that must be monitored for routine maintenance, is helpful.
“One of the most overlooked features is equipment that fundamentally changes access, not just efficiency,” says Debbie Cline, the media representative for AhatTek, a maker of wash drones located in Worcester, MA. And she makes a persuasive statement about why.
“Wash drones eliminate the need for lifts, scaffolding, and rope access on most mid-rise projects,” says Cline. “This shift alone transforms project economics.”
When a drone enters the picture, a lift may exit or be subordinated in use, therein contributing a helpful feature to be sure. “When you remove lifts, you’re not just saving rental costs; you’re reducing setup time, simplifying logistics, and freeing crews to work more buildings in less time,” explains Cline.
The pluses that accrue to contractors who adopt wash drones are many. Cline cites the ability to complete projects faster with a more efficient deployment of personnel, resulting in higher throughput and stronger return on investment (ROI).
All good results from an airborne, hands-off piece of equipment. Wash drones accomplish two more significant things. “They take people out of harm’s way,” says Cline. And drones may aid recruitment. “Operating advanced equipment from the ground is far more attractive to younger workers and helps contractors recruit and retain talent in a shrinking labor pool,” says Cline.
Components of the drone itself continue to be improved in helpful ways. “The introduction of movable nozzle technology, which has been a major step forward for the industry, is a helpful feature that we’re especially proud of,” says Cline.
An operator no longer needs to land the drone to change between up-facing and down-facing nozzles or reposition the drone to compensate for the nozzle in place, explains Cline. With fewer landings, time is conserved, battery
life is extended, and cleaning coverage per flight increases.
Cline’s company is actively engaged in bringing more helpful features from the contractors’ wish lists to reality. Among them are better visibility and even more ability to adjust when the drone is airborne.
Eyes on the future but feet on the ground. Even as innovators offer new features, it’s a must to keep in mind the utility of helpful time-tested components and machines.
Scott Myers, product manager at Veloci Performance Products in Burnsville, MN, points us to the pressure gauge. “One of the most critical diagnostic features that remains underutilized by many contractors is the pressure gauge,” he explains.
A pressure washer operator gets a good indication of the overall health of the system by monitoring the pressure gauge, says Myers. “Accurate pressure data enables operators to identify inefficiencies, diagnose developing faults, and prevent component failure or unsafe operating conditions.”
Prevention is always better than intervention, and the helpfulness of the pressure gauge ought to be better known.
Why does the pressure gauge get overlooked? “Pressure washers are commonly selected based on their advertised gpm and psi ratings, with the assumption that these outputs are consistently achieved under operating conditions,” explains Myers.
But the assumption cannot be supported. “In practice, system pressure and flow are dynamic and influenced by a wide range of variables,” says Myers.
What can cause deviations from rated performance? “Pump wear, unloader valve malfunction or misadjustment, restricted inlet supply, clogged inlet filters, improperly-sized or low-quality nozzles, component mismatching, hose length, and elevation above sea level can all contribute to them,” says Myers.
Get to know the pressure gauge. It’s not a one-sizefits-all feature.
“Pressure gauges are available in multiple configurations, including threaded valve-cap mounts for direct pump-head installation, quick-connect fittings that allow placement at various points downstream of the unloader, and permanent panel-mounted installations,” says Myers. There’s good reason for the variety.
“Each configuration serves a diagnostic purpose depending on the system layout and testing requirements,” explains Myers. In terms of layout, placement of the gauge matters.
“For the most accurate pressure readings, the gauge should be installed as close to the pump as possible,” says
Myers. “Optimal locations include the pump valve cap or immediately downstream of the unloader.”
Thanks to quick-connect gauges, an operator need not commit to a permanent place for a gauge. “Quickconnect pressure gauges offer additional versatility,” says Myers.
The quick-connect feature allows “technicians to relocate the gauge between machines or install it at the end of the hose to quantify pressure loss across hoses, fittings, and accessories,” explains Myers.
A pressure gauge may be a feature so familiar it gets overlooked. That would be a mistake.
“Regardless of whether the system is configured for pressure washing or soft washing, routine monitoring of operating pressure is essential for maintaining peak performance, ensuring component compatibility, and reducing mechanical and safety risks,” says Myers. “Given their low cost and diagnostic value, pressure
gauges should be considered a standard component of any professional washing system.”
Any feature that simplifies the work of a contractor or equipment operator merits the label “helpful.” Thus, equipment owners should work with their distributors to be sure they have in place the latest features that ease care and maintenance.
“Having an easy winterization system installed on equipment is a helpful feature,” says Dennis Black, president of McHenry Pressure Cleaning Systems Inc. in Frederick, MD. “In our climate winterizing equipment is essential.”
Such an installed winterizing system is “invaluable” because it makes winterization an efficient and undemanding process, explains Black. “We see a lot of equipment purchased from other vendors that does not come with such a system.”
Contractors who do not have the installed system may incur freeze damage to their equipment. That’s expensive to correct.
Distributors can discuss with contractors how, when, and where equipment will be used. With that information they can recommend features.
For instance, machine owners can deploy a system to reduce the likelihood a pump system will overheat due to excessive bypass time, such as the unit running without the trigger gun being pulled. “We install a cool bypass system on most of our portable, contractor-based equipment and systems,” explains Black.
The last several years have seen ground-based technological changes contributing to jobsite outcomes as assuredly airborne features have. The mix is a good one.
“Higher flow rates—gpm—have increased productivity,” says Black. The higher rates allow contractors
to wash faster. “Units being offered in flow rates of 8 to 11 gpm have offered contractors more cleaning capabilities.”
Black says that contractors do have wish lists (like all of us). For example? “They are interested in using electronic fuel-injected engines.”
For the immediate future, Black does not see the implementation of such engines. The cost is slowing down their embrace by manufacturers.
In between the someday and the present, there are plenty of ideas for features in all stages of being converted from planning stage to actualization. Greg Sprunk, president of Superior Cleaning Equipment Inc. in Phoenix, AZ, has one on which he is keen.
“Telematics for contract cleaners as well as businesses that have stationary units is something I’ve been asking for
over the last 10 years,” says Sprunk. “Being able to log in and see hours, psi, maintenance reports or times, and things of that nature would be great.”
Sprunk explains that some manufacturers have made some limited releases of the telematics he describes. He looks forward to full digital integration.
Looking at equipment from the perspective of a contractor, Sprunk says that several features come to mind that might be beneficial. A few examples follow.
Belt-driven machines are more heavy duty and have larger pumps for the same gpm and psi capacity, explains Sprunk. “This means larger crankshafts, rods, and just more industrial equipment in general.”
The belt-driven machines “spin at sometimes half the rpm that their direct-drive counterparts do and are sometimes twice as large,” says Sprunk. He adds they are a good investment in either hot or coldwater versions.
”Another feature is machines with 120 V burners, which require a generator,” says Sprunk. “Not only are the 120 V burners more industrial, but also they are less expensive to maintain in the long run.”
Sprunk says that although global burners that run directly off a rectifier on the battery are less expensive to purchase, the parts are more expensive. And he emphasizes the importance of comparing helpful features in context.
A feature may be a perfect fit for one setting but not for another, explains Sprunk. Similarly, it may be a match for a cold-water machine but not a hot-water machine.
Before choosing any feature, evaluate carefully. Good options in some circumstances, such as automatic start-stop or delay shutdown, could be problematic in others. (A hot water machine that shuts down while the coil is hot could be destined for trouble.)
Best guide to a helpful feature: No harm done. CT
by Diane M. Calabrese
Initial, ongoing, special? Which training is most important? No superlatives here; it’s all important. So just commit to a plan and stay with it—easy enough. Or perhaps not.
“The most challenging component of staff training is recognizing that not everyone learns in the same way,” says Missy Tanguay, the business development manager at Deco Products Inc. in Denver, CO. “Taking the time to understand each employee’s learning style and ensuring the process is clearly understood is a key element of effective training.”
True, the individualized approach takes time. But it is time spent well, explains Tanguay. “When employees feel supported and confident in their understanding, training is far more successful.”
Initial training or getting new employees up to speed and immersed in their responsibilities—and verifying they can meet responsibilities—is just the starting point. What comes next is equally significant.
Team members must understand the significance. “The hardest part is getting staff to buy into the importance of staff training and making sure people use it consistently after the initial training ends,” says Roy G. Chappell, CEO of Chappell Supply and Equipment in Oklahoma City, OK.
The growth and stability of a company demand that planning include training for staff. “Staff training should update and evolve as the business grows and evolves,” says Chappell.
The measures of success in training come in many ways. Among them are “increased sales, productivity, and fewer mistakes,” says Chappell.
The best-structured training coupled with the deepest understanding of how employees learn will still meet the reality of human nature. An employee may achieve the equivalent of perfection in performance on completion of training. But then, some backsliding occurs.
“Retention and compliance are the most difficult parts of staff training,”
says Linda Chambers, brand and sales manager at GCE/Soap Warehouse Brand in Norcross, GA. And she advises how to give each facet its due.
“First, finding good people and keeping them once they are trained is a must,” says Chambers. “Too many get training but then leave to start working for themselves.
“Second, having training stick and be followed instead of ignored when you are not watching is also a must,” continues Chambers. “People grow lax, skip steps, and don’t follow protocols; and that is where errors and safety issues will come up that can hurt customers’ property, the employee, and your business.”
A business owner knows when something has gone amiss with training. Whatever has gone wrong, a correction in further instruction has to be made quickly.
“You need to look for the reason something is not working and then change one thing at a time so you can see what helps, hurts, or doesn’t make it change,” explains Chambers. “If you change too many factors at once, it is hard to know what change was truly making a difference.”
Ongoing training of staff via a subtract, replace, or modify approach can extract a lot of time. “The problem is knowing how much time to allow between each new change to be able to see the difference,” says Chambers.
Staff can be assessed on their competence in many ways. But one of the best informal indicators that they are doing all they should to meet their responsibilities comes from customer feedback.
“When customers tell you they are happy with your work, commend a staff member’s performance, or give you referrals that bring you new business, that’s a great indicator of successful training,” says Chambers. And success at the individual business level translates to success for the industry at large.
Chambers says that she has a concern that there are many business owners who still do not fully
understand their responsibilities to train their employees as defined by OSHA. (We share that concern.)
“I find contractors all the time that do not know or tend to ignore the fact that OSHA has jurisdiction over any business that has paid employees,” says Chambers. “And they have duties to those employees that are governmentally mandated.”
The mandated training by OSHA ( OSHA.gov ) applies to any business that has one employee or more. A good refresher on the scope and expectations of OSHA can be had by reviewing the one-page FAQ via https://www.osha.gov/faq/
Mandated training, such as that from OSHA or an accrediting body, will typically provide a structure to follow closely, if not a script. That’s helpful, but there’s still a great deal left to the discretion of the trainer/ business owner.
All training requires a harmonious blending of structure (how to get it done) and substance (what’s to be learned). There are any number of vendors who offer fee-based guidance and training assistance; and they can tailor programs to meet trainees via any mode of communication, including in person.
There’s also quite a robust amount of cost-free assistance available through the U.S. Office of Personnel Management ( OPM.gov ). With its purview over government employees, OPM aids federal entities in their efforts to align the training and development of employees with the mission, goals, and objectives of the entity.
OPM advocates for individual development plans (IDPs), and anyone who has ever applied for a federal job—some states also use the tool— knows the emphasis put on IDPs. Although the individual plans may exceed the detail to which business owners responsible for sustaining and maintaining a profitable company may
want to commit, much of the OPM advice can be useful in training.
Moreover, established companies can find the IDP (or one of its many variants) useful in helping keep employees engaged in ongoing and special training. That is, if an employee sets individual goals in keeping with the company’s goals, it can help ensure goals are met.
Companies may by law or by choice require certain certifications (and renewals), for instance. But for credentials that are optional, an employee with some version of an IDP may be more likely to carry through and attain them.
Coach or mentor, and type of coach, is one of the issues OPM takes on. We prefer to back up to the umbrella of “model.”
Everything each of us does in a day through interaction with others— whether in the digital or real words— makes us a model. For all the coaching—whether peer-to-peer or leader to subordinate or mentoring (as in designated mentor and mentee) that takes place in a structured way— modeling may count for more.
In other words, when employees see the owner of their business go the extra distance to complete a job, they do the same. As the owner or team leader takes advantage of learning opportunities (seminars, meetings, etc.), the employees are more likely to do the same. And so on.
A do-as-I-do atmosphere—modeling—may be only one of the ways of accomplishing ongoing training. Some may argue that it’s not the best. But a do-as-I-say (and not necessarily as I do) approach is indisputably the worst.
Mentoring and coaching work well with employees who are inclined toward independence and self-direction. But for employees that must be given a little push—like the hatchling that refuses to leave the nest—such methods can encourage dependence.
The result of dependency is that instead of a mentee learning quickly and working well alone, two employees (mentor and mentee) may be doing one job for an extended period.
That’s not productive, and a similar negative result can occur in a coaching setting.
Contracting for an outside coach— say for digital etiquette—may be a good investment because there’s clarity about the endpoint. In other words, coaching is over, and the employee must function without help.
There’s never been a time in human history when there have not been distractions to people in their jobs. In some instances, the perils of being distracted from a task were obvious. For example, an iron worker could not afford to lose focus and still stay safe. (None of us can, and safety is an important outcome of all training.)
In the crowded office settings (and we have all seen them in movies with row after row of desks) of the mid-20th century, there were plenty of distractions. And office gossip vines were as potent and prolific as texts and devices pinging.
But the goal of leaders of companies and teams has always been the same, and that is to retain focus on the work to be done. And to do it well.
Why is it important? That’s the question that often does not get answered by employers. Be assured, however, that employees ask it at least quietly.
Training—formal and informal—of employees should always include a statement or two about why it’s important. (It keeps the employee strong and it keeps the company strong.)
Yes, even refreshers for recertification fortify because they remind us of what we may have forgotten and keep us apprised of what’s new (however slight a change). An employer should be candid about the importance of training.
Staff training benefits the company. It also benefits each employee—stronger employees lead to a stronger company, which in turn yields a stronger economic sector. Everyone gains. CT
by Diane M. Calabrese
Why not serve? Now.
It’s easy to take the “next” day, month, or year approach to life, especially when our schedule seems full or, more likely, is full.
Yet committing to “do it now” reminds us that we can almost always do a bit more. From donating blood to a volunteer activity, spending some time in service to others and society balances our lives.
CETA [Cleaning Equipment Trade Association] encourages all members who have not yet served on a committee, stood for election to the board, or served as a trustee of the CETA Scholarship Foundation to take the next step and volunteer.
The Scholarship Foundation is an independent entity affiliated with CETA.
Troy Jaros, the president of Lease Consultants Corp. in Urbandale, IA, currently serves as the president of the board of trustees for the CETA Scholarship Foundation. It’s a gratifying way to serve, he explains, because of the way the foundation firmly links CETA to the community.
“Being part of a great organization that supports the cleaning equipment industry by providing scholarships to members of CETA, their employees, and their families, to aid in the education process by making educational opportunities more affordable, is rewarding,” explains Jaros. Helping others bolsters communities and society.
Jaros and others with the experience of serving encourage colleagues to act on their “why not” feelings without delay. Simply contact the CETA office to reach Debbie Murray, managing director, via info@ceta.org to volunteer.
Maxwell Baldwin, the owner/director of operations at Whisper Wash in St. Petersburg, FL, has served as an elected member of the board of directors for CETA. He describes every part of the experience as enriching.
“It’s being able to support and to do what is best for our community of CETA,” says Baldwin. “We are a family, and being able to take steps to ensure that our members are getting the most from their memberships is an important endeavor.”
Strong members, strong organization—one with an amplified voice for the industry. Baldwin explains that the
discussions among industry leaders are very important in efforts to “resolve ongoing industry challenges” that members experience.
Members of CETA who have served the organization have an opportunity to recommend service to their colleagues with a firsthand perspective.
Karl Loeffelhholz, the distributor division manager for Mi-T-M Corp. in Peosta, IA., got into his first leadership role after a discussion with Scott Hansen in 2023. Hansen, president of Alkota Cleaning Systems in Alcester, SD, who was then president, asked Loeffelholz to take the senior vice president position.
“I accepted and followed Calvin Rasmussen of Royce Industries as 2025 president,” explains Loeffelholz. One turn of leadership can lead to another, and it’s an excellent way to build the organization.
Indeed, the 2026 president of CETA, Gus Alexander, served as vice president of the board of directors in 2025. Alexander is the CEO of the FNA Group in Pleasant Prairie, WI.
“My path into leadership at the Cleaning Equipment Trade Association began with a simple desire to contribute and give back to an industry that has meant a great deal to me,” says Alexander. He adds how the decision grew into something even more significant.
“What started on the board of directors as active participation listening, engaging, and volunteering where help was needed then gradually grew into greater responsibility as I became more involved in committees and board discussions,” says Alexander. One role led to another.
“Over time the encouragement of respected peers and a shared belief in strengthening CETA’s future led me to accept a leadership role, with the goal of helping guide the association through growth, innovation, and its next chapter,” says Alexander.
Alexander explains that “working alongside dedicated board members and industry leaders who are committed to advancing the industry is rewarding—worthwhile in many ways.
“Together, we have strengthened collaboration, modernized our approach to governance, and positioned the
association for innovation and sustainable growth,” says Alexander.
When Alexander reflects on CETA’s future, he explains that he has “great confidence.” All who are serving the organization or have served inform his outlook. “They have helped set the stage for the next chapter of leadership, opportunity, and industry impact, he says.”
Those who have not yet taken a role in service to an organization may have reservations about doing so. Put aside any trepidation. That’s the advice of Chad Reiffer, distribution program manager at Hydro-Chem Systems in Caledonia, MI.
“Initially I was concerned how my relatively new exposure to the power cleaning industry would fit with such established members of CETA at the time,” explains Reiffer. “However, I was welcomed with open arms and mentored by some amazing colleagues at CETA.”
Reiffer explains that he developed “a greater passion and drive to serve.” That energy was put to good use when he became secretary of the executive committee.
It was through several experiences at PowerClean ® trade shows that Reiffer began a deepening involvement with CETA. [It is worth noting here
that PowerClean 2026 will be held October 8–11 in Orlando, FL.]
“Joining CETA and serving with the board of directors and/or Scholarship Foundation trustees is a rewarding opportunity,” says Reiffer. “Board members are normal people just like yourselves who share a common goal to give back and shape the future while respecting the great 35-plus year history of our organization.”
Gary Scott with Alkota Cleaning Systems was involved in leadership soon after the inception of the organization 36 years ago. He has been a member of the board several times following his first term in the early 1990s and currently serves as treasurer of the CETA Scholarship Foundation.
The strong, cohesive voice for the industry—and its members—that is CETA results from the sustained commitment of members like Scott and the commitment of those who are much newer to the industry, like Reiffer. A setting in which veteran members of an industry can collaborate and strategize with those who are relatively new to the sphere invigorates the organization.
Scott sums up the rewards from serving under three large headers. And we paraphrase them here.
One, each CETA member by virtue of membership can be a better, stronger entity. That’s a boon not only to the company but to the industry as a whole. As a corollary, the education of members—through seminars, meetings, etc.—increases the value of the industry.
Two, the Scholarship Foundation (through its donors) has helped students realize their dream of higher education. It has helped people improve their lives economically through education.
Three, the collegiality within the association is remarkable.
“Helping the industry to move forward and gain lifelong friends at the same time is a win-win situation,” says Scott. He would readily serve again on either the CETA board or Scholarship Foundation board and considers it a privilege.
One quarter of the way through the 21st century, we acknowledge the complexity of the era. We need not list the contributors to the complexity, but finding ways to meet challenges becomes easier when those with similar interests join forces.
Yet it requires leaders to help keep everyone organized and efforts prioritized. Do consider serving in a leadership role, and expect to gain at least as much as is given in the experience. CT
Note: Product News submissions should be emailed to jkidder@cleanertimes.com. Please be sure that your product announcement is accompanied by a high-resolution photo of the product. CT
The CHC4000 manual or power-rewind reels are specialty-designed reels that are perfect for soft wash applications, such as cleaning houses after the winter season. They can handle hoses ranging from 50 feet up to 400 feet, making them the ideal hose reels for spring cleaning purposes. The reels come equipped with a PVC swivel that resists corrosion, allowing it to remain in peak condition. Reels can be constructed in painted steel or stainless-steel construction.
For more information about Hannay Reels, call 877-467-3357 or visit hannay.com.
The TriFORCE spray bar, designed and engineered by Whisper Wash, is built for operators seeking a three-arm configuration precisely matching their system’s gpm output. Positioned between the efficiency of a two-tip spray bar and the coverage of the XFORCE four-arm design, TriFORCE delivers smooth rotation, controlled rpm, and consistent surface impact, pass after pass.
TriFORCE is constructed on the original Hydro-Flow ½ in. internal-diameter throughput platform and engineered to maximize water flow while minimizing internal restriction and turbulence. This high-flow architecture ensures consistent volume delivery to each spray tip, resulting in stable rotation and predictable cleaning performance across a wide operating range.
The three-arm geometry improves flow distribution and rotational balance, allowing TriFORCE to perform effectively on surface cleaners rated as low as 5 gpm. Its modular spray-bar design offers interchangeable components as well as optional spray-bar ends in lightweight aluminum in two–four-tip configuration or performance-grade stainless steel, enabling operators to tailor durability, service life, and operating characteristics to specific applications.
Why TriFORCE?
Three-arm geometry for balanced flow distribution and improved cleaning efficiency
Hydro-Flow ½ in. ID high-flow internal throughput for maximum water delivery
Optimized for pressure-washing systems
rated at 5 gpm and higher
Reduced internal turbulence compared to conventional spray-bar designs
Controlled rpm for smoother rotation and consistent surface impact
Lightweight, aerospace-grade aluminum construction
True-balanced design for overall enhanced durability and long-term performance
Modular construction for simplified maintenance and custom configurations
TriFORCE is not an iteration of past designs; it is a purpose-driven engineering solution built to elevate cleaning performance for professionals who understand that optimal results are achieved through precision engineering.
TriFORCE—Engineered for Excellence
For more information, call 727-577-1292 or visit whisper-wash.com/spray-bars
by Diane M. Calabrese
On the surface durability and quality seem inextricably linked, but as we think about it, we know it’s more complicated. Consider aesthetics.
Stunning items—a Jaguar E series car or a Versace gown—have a way of luring purchasers. Although they demand a lot of attention to maintain, with that attention they combine beauty and durability.
Consequently, there exists a kind of durability spectrum. At one end are items with good longevity that also have low maintenance requirements. At the other end there are items that require a lot of tender loving care but with that TLC have good longevity.
Most industrial and commercial buyers do not choose pressure washers, cleaning systems, and ancillaries for their good looks. But some could be negatively swayed by appearance.
And sleek, clean lines in equipment like pressure washers have a way of grabbing and holding attention of prospective buyers. So cosmetic issues—like it or not—feature into almost every purchase.
But the priorities for buyers are durability and quality, and buyers have various ways of assessing both.
One method is verifying “that the whole machine uses high quality parts,” says Delany Johnson, senior sales engineer at Waye Combustion Systems in Fort Wayne, IN. Durability is important.
A buyer is trying to balance what is needed in the present and in the future, explains Johnson. “Do your research. Know who is the best.”
Use a wide scope when doing research, says Johnson. “Certification helps but shouldn’t be the only reason for purchasing equipment. UL is a safety standard and doesn’t mean it’s the best equipment.”
There’s no substitute for research, says Johnson. With today’s world filled with digital organic reviews of everything, a prospective buyer can gain some insight into how equipment performs for those who already own it.
Never let the digital world reviews substitute for talking to colleagues and especially to talking with vendors. Read the equipment specifications offered by the manufacturer.
The parties who have a vested interest in equipment durability and quality only begin with the end user and the manufacturer. In the next section we look at just how important durability has become to meeting environmental challenges and economic ones.
Maxwell Baldwin, owner/director of operations at Whisper Wash in St. Petersburg, FL, gets us started on the added dimension here. “Durability and the ability to rebuild products are a determining factor in quality,” he explains.
Are there indicators Baldwin suggests as useful in assessing equipment? “Doing research and figuring out what best fits your needs is imperative,” he says.
“There are a lot of options in this industry,” explains Baldwin. Make the most of them by doing the research needed to get the best fit.
Each buyer will have different criteria for defining an ideal piece of equipment. “I believe being able to service your product either at home or from your local distributor/dealer is another critical factor or feature in picking equipment,” says Baldwin.
Confronted with so many choices for some types of equipment, how can the decision-making be refined to get maximum durability and maximum quality? “I may be biased in this question, but I believe being built in the United States is going to be a simple way to filter quality,” says Baldwin.
“Our economy has become very dependent on throwaway purchasing with products built overseas, and for a product to be built here, in my opinion, matters,” explains Baldwin. “That doesn’t mean everything built in other countries is bad,” he states.
Baldwin elaborates. “Some other countries are known for their fantastic quality, engineering, quality control, and customer service,” he explains. “However, due diligence is a must
when determining where you are buying equipment.”
Service accessibility also factors into Baldwin’s assessment. “I would also say that being built in the USA goes hand-in-hand with customer service.” Proper service is correlated with durability. “If you can find a company that will stand by their product as well as stand by you when you are using it, that is huge,” says Baldwin.
“All in all, do some research, find a company that will support you, and find out where a product is made and what parts are available for service,” says Baldwin. In other words, any appraisal of quality must include the ease with which a product can be maintained in optimal working condition, and that includes getting routine service.
For decades “reduce-reuse-recycle” were the trio of watchwords signifying environmental consciousness. “Circular economy” has now supplanted them.
But the concept remains the same: Do as much as possible with less. Using less of everything—energy, fewer materials, water, acreage, etc.— contributes to environmental health. One obvious way to use less is to extend the life of equipment.
ISO, the International Organization for Standardization, is one of the leading groups promulgating the circular economy concept. The U.S. Environmental Protection Agency (EPA) and the U.S. National Institute of Standards and Technology (NIST) are deeply involved national entities.
Many nongovernmental organizations (NGOs) and business groups engage with the circular economy concept. Among them is the U.S. Chamber of Commerce, which a few years ago developed a “toolbox” (guidance) for small businesses.
Embedded in the circular economy is the concept of conformity. By conforming to the same parameters and principles (part of the larger standardization
approach of ISO), companies ensure that products can be directly compared.
In the ideal of a circular economy there’s a reduction in the use of materials, products (including services) are less resource intensive, and waste from
processes is looked at in terms of its possibilities. (Perhaps the waste can be used to manufacture new products or other products.)
Firms now combing through refuse in the United States to figure out
whether they can find a feasible way to extract rare earth elements are participating in the circular economy. So, too, are manufacturers in our industry who add months or more to the service life of a pump or a motor.
The broadest scope of the circular economy includes the vision of translating what’s conserved in vital economies to resources for building struggling economies. The result would be a vigorous and sustainable world economy and a healthy environment.
According to the EPA, the United Nations International Resource Panel concluded natural resource extraction and processing contributes to half of global greenhouse gas emissions. That’s a powerful statistic for those who want to persuade others to extend the life of products by ascertaining they are quality products instead of short-lived and often disposable.
The manufacturers in our industry take seriously the output of quality products. Many meet ISO standards, such as ISO 9001 (quality). And they use a variety of other self-appraisal and evaluation tools to document their adherence to quality (including safety).
Among the standards organizations important to manufacturers in our industry are ASTM [formerly American Society for Testing and Materials, rebranded as Advancing Standards, Transforming Markets in 2024], a group that brings together relevant industry members to develop consensus standards intended to ensure product quality. ASTM International has a global reach.
ANSI [sometimes ANS], the American National Standards Institute, accredits procedures used by standards setting organizations. CSA, Canadian Standards Association, ties together business, industry, and government interests in an effort to enhance safety and health.
Any organization with a focus on good product outcomes will indirectly feed into the assurance of quality. For example, the U.S. Consumer Product Safety Commission (CPSC) gets the word out about potentially injurious products, and any product can be cited. CPSC can issue product recalls. It issued one for a specific brand of pressure washer in August 2025.
Although not dealing per se with quality, the NFPA (National Fire Protection Association) contributes a great deal to the quality of products. NFPA develops and disseminates the consensus codes that are developed to reduce the risk of fire and related events. And manufacturers in our industry follow the codes.
Standards keep businesses focused on the long-term consequences of their activities and the longevity (durability) of their products. Coupled with initiatives such as the circular economy, standards help to avoid implementation
of outright wasteful ideas like the 2009 federal program that became known by the common name “cashfor-clunkers.”
The CARS [Cash Allowance Rebate System] was a program so fraught with undesirable and unintended consequences that it was soon abandoned. Did it reduce pollution or add to pollution (via the manufacturing of new vehicles)? That’s just one of the still debatable outcomes.
In at least the mid-Atlantic region, there was much less scrap metal to be dealt with than expected. That’s thanks to enterprising residents who diverted autos headed to scrapyards and took them to ports for transport to countries in Africa. (But the program did diminish the availability of spare parts for old vehicles.)
There was an amazing amount of durability built into automobiles that were not infiltrated with electronics. At some point, the contribution that a return to some analog equipment could make to sustainability may get the attention it deserves.
As for Jaguar E cars and the Versace dresses—known to this writer from movies and magazines only—beauty sometimes takes precedence over practicality. Conformity in everything can go too far. CT
by Mark E. Battersby
It doesn’t take too many nonpaying customers to create an expensive problem. In fact, far too often today a pressure washing contractor or business owner must be concerned not only with his or her own operation’s financial well-being but also with the financial situation of both customers and suppliers.
There are always customers that go out of business without warning or without paying their bills. In these cases it is often too late to collect anything. However, if the owner or manager of a pressure cleaning operation or business is vigilant about outstanding accounts receivable and the financial status of all customers, there are strategies for dealing with troubled customers before the dreaded final step of “firing” them.
It’s far easier to take a proactive approach by avoiding the types of customers/clients that usually spell trouble. Staying alert to signs that long-time customers may be having financial problems and, most importantly, taking quick action when their payments are slowing down is a viable strategy.
Although a credit check is important, it’s not a fail-safe. Because things can go south quickly, minimizing exposure to a customer or potential customer’s credit troubles requires every pressure cleaner to exercise “due diligence.” In other words, minimizing their operation’s exposure to the credit troubles of others in the beginning—and at every step of the relationship—is vital.
Due diligence also means staying on top of paperwork. It is all too easy to fall behind on invoicing in the midst of big projects, but letting it slide for a month or two will put any business at risk. To avoid this problem, establishing regular routines for billing customers that reflect their preferences, such as sending an invoice every two weeks, might be a good strategy. If customers start taking longer than usual to pay, it is readily noticable. Staying alert for signs that customers’ financial situations are changing
can protect any business. If, for example, a customer ignores or doesn’t return phone calls, it may mean nothing. However, if three or four calls have been ignored and the last payment was late, it could mean the customer can’t afford the work but hasn’t gotten around to telling you.
Remember the old saw about possession being nine/tenths of the law? Possession of the funds collected may not be forever, but it does give a pressure cleaning business negotiating leverage in a lawsuit or bankruptcy when trying to avoid paybacks.
Don’t hesitate to accept payment on account because of the possibility that the payment may be refundable as a “preference” if the customer files bankruptcy. It is not wrong to accept money genuinely owed to the business; neither is it wrong of the soon-to-bedebtor to pay it. It simply may be recoverable by a bankruptcy trustee.
When a customer fails to pay his or her debts, the pressure cleaning business, the “creditor,” has several remedies available to help collect the funds due. In addition to the common collection strategies such as dunning notices, collection agencies, and even small claim courts, there is bankruptcy.
If a business owner or manager is aware of a customer’s bankruptcy, even informally, they must act to preserve the operation’s rights. All too often, when a bankruptcy notice is received, the assumption is made that there are neither rights nor alternatives when it comes to the claim of the pressure washing business. Creditors do have rights, fortunately.
Most courts hold that a creditor with actual knowledge of the case, however obtained, will be bound by the deadlines for filing objections to debt discharges and for filing claims. For example, creditors in a bankruptcy are entitled to share in any distribution from the bankruptcy estate, usually depending on the priority of their claim.
Naturally, when a notice of the bankruptcy is received, proof of a claim should be promptly filed with the court. And keep in mind that deadlines are strictly enforced in bankruptcy cases. When it comes to dealing with a customer or supplier after discovering they are bankrupt, all collection efforts should cease. This automatic stay is designed to protect the debtor and his property from all forms of collection during the bankruptcy.
Under the bankruptcy laws, creditors usually have the right to be heard
OFTEN IT’S EASIER TO TAKE A PROACTIVE APPROACH BY AVOIDING THE TYPES OF CUSTOMER WHO USUALLY SPELL TROUBLE, STAYING ALERT TO SIGNS THAT LONG-TIME CUSTOMERS ARE HAVING FINANCIAL PROBLEMS, AND TAKING QUICK ACTION WHEN THEIR PAYMENTS ARE SLOWING DOWN.
in court regarding a payment plan, liquidation of the debtor’s non-exempt assets, and payments from the assets of the debtor’s “estate.”
In other words, creditors can voice their opinions about debts that might or might not be forgiven. They can also argue about assets that, perhaps, should have been included in the bankruptcy estate but weren’t.
So-called “secured creditors” are at the top of the payback list and have specific rights to the property, which is the collateral for their claim. Secured creditors also have the best chance of getting relief from the automatic stay
or “adequate protection payments” to prevent a decline in the equity available to secure their claim.
Whether the pressure washing operation is a secured or unsecured creditor, the best deterrent to abuse of the bankruptcy system is creditor vigilance. Creditors are entitled to question the debtor under oath about assets, liabilities, and financial history at the first meeting of the creditors.
Also keep in mind that some bankruptcies are dismissed because of the debtor’s failure to comply with the requirements of the bankruptcy law. When that happens, creditors are free to pursue collection according to state law. Sometimes cases originally classified as “no asset” cases blossom into asset cases from which a dividend may be paid. Be vigilant.
Most business owners and managers are aware that contracts and payment terms should always be put in writing. Unfortunately, this alone may not protect the business if a customer
runs into financial problems. Few troubled customers are likely to begin paying simply because there is a contract.
Depending on one or two customers can put any pressure cleaning business at risk should payments from one of them slow or dry up. Even a business whose plate is full might be well advised to continually look for new customers. Make sure there is a constant inflow of customers, so, if one fails and isn’t able to pay on time, potential problems are avoided. It also provides more time—and a financial cushion—to work things out with a troubled customer.
Often ignored by many business owners or managers is whether the best business decision may actually involve firing some of their worst customers. While this may seem like an illogical suggestion (particularly in a bad economy), having the wrong customers can be costing the pressure washing business in unexpected ways and holding it back from real success with the temptation of short term profits.
Are you worried about the customer going elsewhere? Sometimes that’s a good thing. Troubled or problem customers become problems for competitors.
Unfortunately, wringing money out of deadbeat customers has become a common issue in today’s slow-growing economy. In some cases the only option may be hiring a collection agency or going to court to collect, but many small business owners don’t like to go these routes.
Often it’s easier to take a proactive approach by avoiding the types of customer who usually spell trouble, staying alert to signs that long-time customers are having financial problems, and taking quick action when their payments are slowing down.
When all else fails and further collection efforts are fruitless, Uncle Sam, in the form of our tax laws, may have a solution: the bad debt deduction.
Under our tax rules, a business’s bad debt is defined as an account or note receivable that proves to be entirely or partially uncollectable despite collection efforts. Bad debts are written off as soon as they are determined because the pressure cleaning business does not expect future economic benefits, and it no longer remains an asset.
Of course, just because something may be labeled as a business bad debt doesn’t necessarily make it tax deductible. A bad debt deduction can be claimed only if the amount owed was included in the operation’s gross income. This is almost never the case for cash method businesses (that means most of us who report income when we receive it). Accrual method businesses, however, report income as it’s earned; if receivables have already been claimed as income, a bad debt deduction for uncollectible receivables is appropriate.
To ensure the pressure washing operation doesn’t miss out on a bad debt deduction, it must be able to show the debt is partially or totally worthless. What’s more, the tax law doesn’t allow a deduction for any part of a debt after the year in which it becomes totally worthless.
Minimizing a pressure cleaning operation’s financial risks—and bad debts— can be achieved by using various strategies ranging from initial credit checks to well-thought-out collection steps and parting ways with troubled customers. In the end, there is always the tax deduction for business bad debts. CT
by Diane M. Calabrese
roduct definition—features, function, and what makes it all that it is—that’s where any marketing plan begins. What next? Is the product unique, or does the product accomplish its function better, faster, or more efficiently than similar products? That’s what follows definition in the development of a marketing plan.
[Note: For simplicity, we use product as the reference point, but this discussion also applies to a service or a combination of product and service.]
With the product known from every perspective, a company’s objective is to get the word about all it is and does to prospective buyers. In other words, develop a marketing plan.
Some readers will not be able to imagine there was a time when a clear, accurate description of a product could be disseminated by ads in print or audio or video formats. And there would be no immediate feedback in the world of digital communication (and commerce)—feedback like product reviews popping up, competitors matching attributes, or discounting prices. In the 21st century, static marketing—a plan that can be carried through intact for any extended period—is not an option.
It’s prudent to ask a basic question: With so many channels for communicating with customers and prospective customers, is the concept of a
marketing plan, which implies some rigidity, outdated?
“Yes, any plan characterized by rigidity is now obsolete,” says Bruno Ferrarese, co-president of Idrobase Group in Borgoricco PD, Italy. Communication between a company and its customers must not only be interactive but should increasingly aim to be tailored to the specific needs of each individual customer, that is, as personalized as possible on a one-to-one basis.”
The uniqueness of the individual is a philosophical concept that now gets its due in the world of business.
“To build customer loyalty, the communication paradigm must change,” says Ferrarese.
“It is no longer a matter of ‘I, the producer, communicating with the customer,’” explains Ferrarese, “but rather, ‘I communicate with each individual customer.’”
The individualized approach demands much of a seller. “In order for messages and communications to be as targeted as possible, the producer must collect and organize as much customer data as possible,” says Ferrarese.
Which data should be collected and analyzed? “Who the client company is, who is part of the team, what it sells and/ or produces, how it operates, the geographic area in which it works, what and how much it has purchased from us, how long it has been a customer, and which
other companies it collaborates with are among the factors,” explains Ferrarese.
“All of this data should then be integrated with artificial intelligence systems so that it can generate insights enabling us to suggest what the customer might offer to their own clients or which training programs would be most beneficial,” says Ferrarese. “The ultimate objective is not only to respond effectively to clients’ needs, but also to anticipate their goals and aspirations.”
A recurring promise of futurists looking at the near and far is that
Which team members should be included in such an effort? “Certainly, the marketing department—both its strategic and operational functions— along with the sales department, the technical department, and research and development,” says Ferrarese. Once the basics of the individualized approach are embraced, there are plenty of more correlated tasks to tackle, says Ferrarese. “Where and how to store customer data, how to reshape the approach to customer engagement, what kind of plan is needed to transition from mass communication to personalized communication, and how to transform the organization so that it can develop solutions and products no longer aimed at a broad audience but aimed at each individual customer” are among them.
things will become easier for everyone as time goes on. Robotic solutions will take humans from harm’s way and so on.
As for simplicity in living, however, we are not quite there yet. Moreover, it seems we are in a period of transitional complexity. And any marketing plan must begin with that reality.
That reality encompasses the lack of distinction between reaching out to customers with a product or a
service. “I think that due to the complexity of marketing in 2026 and on, a marketing plan is a must for any service-based business,” says Mike Dingler, owner, Firehouse Power Washing in Peachtree City, GA.
“A proper marketing plan should be followed every year, making sure all avenues of marketing are covered, both organic and paid,” says Dingler. Organic, of course, is this century’s version of word-of-mouth.
One of the most time-tested ways of adding to the customer base has been garnering good recommendations. That is, those that flow from satisfied clients to potential new clients.
Now the flow—or network—occurs in the digital realm as well as the real world. But it’s still there.
If there were a watchword to guide owners through this period, ensuring that they are doing the most to recruit and retain customers, it might be “consistency.” Indeed, that’s the one Dingler cites.
“Consistency matters a great deal,” says Dingler. “Plans are great, and everyone wants to claim their share of the local market, but it starts with daily consistency.”
And Dingler elaborates on what the day-to-day commitment means. “Posting to socials, search engine optimization, Google on my business page, the list goes on, but the key is to ensure a consistent presence across all marketing avenues.”
Consistency on the part of a business translates into a subtle way to feed the memory bank of someone who may become a customer. “People who see your ads may not need your services at the time; but a great marketing plan ensures that when they do need your services, your company is the first that comes to mind,” explains Dingler.
In terms of the members of a team who should be involved in development of a plan, Dingler has a definite recommendation. “Marketing should spearhead the operation working closely with sales.”
Naturally, the number of people involved depends upon the size of a company. “If you have a smaller operation, your main office should be in charge of keeping track of the plan with yourself or another team member creating the marketing material,” says Dingler.
It’s fine to promise an outcome or a timeframe for a service job just as it’s fine to guarantee the function of a product, but never overpromise.
The obvious result of overpromising is an unhappy customer, which is not good. Still, there could be more serious consequences.
The U.S. Federal Trade Commission ( FTC.gov ) requires that advertisements be truthful. That’s merely level one of the regulated content of ads. FTC rules govern endorsements, influencers, and reviews as well as a range of other things such as the use of a “made-in-the-USA” label. Be sure to stay compliant. For instance, it’s okay to pay endorsers of all kinds, but compensated people cannot be portrayed as commenters who arose organically. Embellishment to one person may seem to another like untruth. Take no chances; be sure that all claims about products and services can be backed by evidence.
Service providers should heed another caution, which has been aired before in these pages. That is, do not imply services are provided which are not.
Using stock photos of individuals on scaffolding cleaning a high-rise when a company does not work above ground level could draw the scrutiny of an insurer, with the insurer asking what the policy holder is doing working high given they claimed not to be.
The most important promise a business must keep is to itself. The most fluid and adaptable market plan on the planet is only as good as the return on investment (ROI) it brings.
Any marketing plan must have a mechanism for evaluation. It’s great to have 1,596 visits to a product webpage in a 24-hour period, but if not one visitor turns into a buyer, something may be amiss.
Sales and marketing must be aligned. Costs incurred in the digital realm are just as real as those occurred in the real world.
The expense of a business web platform, internet service provider, and data storage must be tallied and evaluated by ROI. And don’t forget to factor in the reliability of
providers of digital pathways (including cell service).
Reliability is a must. In the world of instantaneous communication, those looking for products and services need not wait for a response that does not come in a relatively short time; they can simply go to another vendor.
Rigid, prompt-driven bots are doing more harm than good to many companies, some very high profile. Don’t be one of those companies.
Finally, companies that want to complete digital sales and do security checks via Captcha must find another way. They are frustrating would-be buyers and contacts.
Or look at it another way: A customer who wants to complete a purchase should not be forced to study a picture and decide whether the rim of a bicycle wheel constitutes a bicycle.
Simplicity second, and substance first. CT
Wood Defender®, manufactured by Standard Paints Inc., has officially released its 2026 training class schedule offering monthly, in-person education for contractors, fence builders, power washers, and new entrepreneurs looking to launch or expand a profitable fencestaining business. The one-day class is free to attend (with a fully refundable
$250 deposit per company) and provides attendees with the tools, training, and product knowledge needed to build a successful, high-margin service line.
Held once per month from January through November, the 2026 training series covers a comprehensive lineup of hands-on demonstrations, expert instruction, and business-building fundamentals. Each session is led by experienced Wood Defender trainers at Standard Paints’ headquarters in Mansfield, TX.
“Fence staining continues to be one of the strongest add-on revenue streams for contractors nationwide,” said Roy Branch, director of wholesale. “Our mission with these classes is to equip business owners with the skills, confidence, and support they need to get started quickly and profitably, without the pressure of franchise fees or
long-term commitments.” Highresolution images and media assets are available upon request. The full-day training experience includes the following:
• Hands-on equipment and product demonstrations
• Live spray demo and jobsite execution walk-through
• Sales and marketing strategies tailored to stain services
• Equipment overviews for every budget, from portable units to full trailer systems
• In-depth product education on all Wood Defender formulas
• Proper cleanup, environmental considerations, and jobsite management
• Revenue impact analysis using Wood Defender’s proven business model
• A behind-the-scenes tour of the standard Paints manufacturing facility
Training attendees also earn four American Fence Association continuing education credits.
2026 Training Class Dates: March 27, April 24, May 29, June 26, July 31,
August 21, September 25, October 30, and November 20
To register, call 800-658-KOTE or visit wooddefender.com/outdoorbusiness-opportunities/training. Wood Defender is the professional’s choice for high-quality, oil-based exterior
stains, trusted by contractors across the country for fence and deck protection. Manufactured by Standard Paints Inc., Wood Defender offers a full line of stains, equipment, and contractor resources backed by ongoing technical support and a 70-year legacy of product innovation. CT
by Diane M. Calabrese
Are you tired, hungry, or just eager to get a shower when the day ends? All the foregoing are oft-used ways to rationalize not taking the final step: a check on readiness. Equipment must be prepared and ready for its next outing. Of course, it must first and foremost be the proper equipment.
Giving equipment the attention it requires at the end of each day begins with the basics. And Shane Blomendahl in technical, agricultural, and industrial sales at Dultmeier Sales in Omaha, NE, runs through them.
Blomendahl says there are three important things a contractor should do at the end of each day: “Flush chemical lines. Check all oil levels. Make sure 12-volt systems have a fully charged battery.”
In his experience Blomendahl has seen some types of equipment neglected more often than other types. “Hand-held sprayers and chemical applicators are among them,” he notes.
Relying on the recommendations of the distributor from which equipment was purchased is invaluable. In doing so, explains Blomendahl, contractors tap into “a large range of technical experience,” such as that his company offers.
Back up to the point of buying equipment. Be prudent and make certain the distributor services every brand of equipment it offers, says Blomendahl.
THE TOPIC OF CONTRACTORS KEEPING EQUIPMENT PREPARED AND READY “HINGES ON TWO DESCRIPTIONS,” SAYS ROY PENNINGTON, OWNER OF HI PRESSURE CLEANING SYSTEMS INC. IN HOUMA, LA. “THOSE SMALL CONTRACTORS WHO OWN AND OPERATE EQUIPMENT ON A DAILY BASIS ARE MORE INCLINED TO DO SOME PREVENTATIVE MAINTENANCE AND KEEP THEIR UNITS READY TO GO.”
Thinking of the distributor as a partner is a good way for contractors to build a roster of proper equipment. Suitable equipment in place, they next need to know how to keep it prepared and ready for immediate use.
A veteran contractor in our industry, Henry Bockman, the president of PowerWashCompany.com in Germantown,
Continued on page 42
MD, tells us something about the protocols he expects his team to follow. Protocols are a good template for others.
“When my crews are done working for the day,” says Bockman, the readiness protocols take over. “We have them fill a checklist at the end of the day stating that they have filled up the equipment with fuel, flushed out all equipment with freshwater,
including the 12 V pumps and soft wash equipment and down streamers, which should also be neutralized with a cleaning solution.”
And the checklist continues. The crews are to “note any issues they had during the day,” explains Bockman. “Then they restock the trucks with any cleaning solutions they used and verify that all equipment and tools are returned to their proper place.”
The list at Bockman’s company gets a bit longer for the crews in one season. “They are also required to winterize the equipment in the winter and empty water tanks.”
Anyone who works with equipment day in and out knows which sorts are most likely to be neglected. It’s usually a benign neglect, borne of taking the equipment for granted because it is so reliable.
But don’t be neglectful is the recommendation of contractors and distributors alike. Give every piece of equipment on the roster its due.
“Often neglected is soft washing equipment like 12 V pumps or gaspowered roof equipment and down streamers,” says Bockman. “They should be rinsed out after each job and definitely at the end of the day. Contractors should run a sodium hypochlorite neutralizing solution through them.”
From the contractor side, Bockman also cites the significance of a strong interaction with a distributor. “Distributors should always go over the basic requirements for maintenance on any equipment they sell so their clients are satisfied with how the equipment operates and how long it lasts.”
The longevity of equipment matters to the bottom line. As Bockman highlights it, he in effect reminds us that proper care of equipment guarantees both readiness and full lifespan of equipment.
“Distributors should also explain that pumps are water cooled, so contractors don’t let them run unused for more than a few minutes,” explains Bockman. “That’s because doing so can cause seals and other internal components on the pumps to fail early.”
Readiness extends to having the confidence that when a part is required or service from a technician needed, they can be had. Again, the distributor enters the picture.
“I’m not sure what most distributors do, but my supplier, Sun Brite Supply in Maryland, has spare parts
for all the equipment they sell and for all the other brands, so they can turn around equipment service quickly when it needs to be repaired,” says Bockman. “They have all types of rental equipment as well.”
The introduction of rental equipment brings us to the perspective of a distributor who observes that owners and renters of equipment often treat machines differently. (The car rental industry would concur, and it does everything possible to encourage renters to treat equipment well. Some rental agencies now take photos of vehicles before they leave the lot.)
The topic of contractors keeping equipment prepared and ready “hinges on two descriptions,” says Roy Pennington, owner of Hi Pressure Cleaning Systems Inc. in Houma, LA. “Those small contractors who own and operate equipment on a daily basis are more inclined to do some preventive maintenance and keep their units ready to go.”
The commitment of the small contractor “can be as simple as checking the oil on a regular basis and/or flushing their soft wash system from the corrosive sodium hypochlorite at end of the workday,” explains Pennington. “Seems like those who pay the bills themselves are more prone to keeping it running and working.”
On the other end of the spectrum from the small owner or owneroperator is the large company. “The large ‘employees-using-the-equipment’ companies are less interested in maintaining the equipment,” says Pennington.
“The owners are interested, but the end users look at equipment and think, ‘If this machine doesn’t work tomorrow, neither do I,’” explains Pennington.
“Case in point—a customer who has a fleet of restaurant hood cleaning trucks brought a unit in from an 80-mile roundtrip because it would not start.” And why wouldn’t it start?
“We added eight ounces of oil to the engine that holds 40 ounces and problem solved,” says Pennington.
“We find diesel tanks being filled at various service stations on the route growing ‘biological critter masses’ that plug up the burner intake,” says Pennington. How does such a scenario unfold?
Contractors with the critter and biomass issues tell Pennington how it happened when he queries them.
They say, “’No, we don’t put biocide in the diesel tank; we fill up at good gas stations.’”
As for which is the most neglected piece of equipment on which contractors rely, Pennington says there’s a very definite answer. “The pressure washer.”
That may surprise users, but Pennington’s conclusion is persuasive. “Amazing that the one piece of equipment used to clean everything
else is the most neglected and dirtiest piece in the shop,” he says.
So dirty, in fact, that Pennigton’s company has a regimen it follows to counter the problem. “Our SOP [standard operating procedure] is to give every incoming piece a bath with hot water before doing anything to troubleshoot it.”
Distributors play a part in encouraging contractors to keep equipment in top working order. “We play a role,
especially when they say, ‘Wowser,’ when looking at a bill where routine maintenance and care would have negated the work,” says Pennington. Getting a machine buyer on a strong footing serves the buyer and the seller. “We try,” says Pennington. “It is our policy that every outgoing rental unit or repaired unit is run and demonstrated for the customer prior to going out on rent or being returned to the customer.”
Moreover, there are some recommendations along with the demonstration. “We stress stabilizer and biocide for diesel as great preventive medication,” says Pennington.
Lamentably, says Pennington, not all machine users will adhere to the simplest recommendations for keeping equipment in optimal condition. Therefore, until the “all” decide they should give each piece of equipment the attention it deserves, there will be problems.
None of our experts spoke to an issue that may also account for some of the lack of necessary interaction with equipment. It’s an observation by this writer that comes from experience in an urban area where some homeowners hire unlicensed individuals to wash exteriors and decks.
Even many of the licensed contractors eschew professional organizations and certifications, and some of the smaller pressure washers are treated as moreor-less disposable. It’s not uncommon to see small pressure washers at the curbside waiting for a trash pickup.
The oddity in a world committed to green technologies is how little attention disposal gets. Less disposal of machines and building materials is as good a way to contribute to the health of the environment as conserving water and energy.
With so many aphorisms and proverbs that speak to doing more with less—a stitch in time saves nine—it often seems not many people are paying attention.
It’s a big picture way of looking at the world. It is also one that reminds us of our parents’ admonishments to hang up our coat, put toys away, and treat bicycles well, etc.
If we had the temerity to ask why, parents had a ready answer: So that they will last a long time. CT
by Diane M. Calabrese
In November 2025 there were 7.1 million nonfarm job openings in the United States. That’s according to the U.S. Bureau of Labor Statistics (BLS.gov).
BLS will release December 2025 data on February 3. But as we write in midJanuary, the expectation is the number of openings will continue to hover around seven million as it has for several months.
The positive view, that there is a lid for every pot, gets clouded by one reality. Lids may be in the wrong place and difficult to find, just like potential hires.
Even readily accessible lids may be a less-than-good fit if they have not been properly maintained. This is true for employees who have not been given regular opportunities to sharpen their skills.
Naturally, a kitchen in disarray can be made right by sorting and reorganizing pans, lids, and all else and adding where necessary. Are employers reporting labor shortages and skills gaps because of disorganization?
Yes, to some extent. But only part (typically only a small part) of the responsibility can be put on an employer.
In fact, the list of those contributing to labor shortages and skills gaps is so long that almost no one can evade responsibility. Reduced expectations for students in many K-12 settings across the nation gets a significant amount of the blame, but that’s too easy.
Everyone bears responsibility for not encouraging responsibility among the youngest members of communities. “Please,” “Thank you,” “Pardon me,” “May I help you,” “May I take a message,” and even, “Have a good day,” are not the standard fare in many parts of the country.
It takes self-discipline to be a reliable employee and maintain skills, and young people mirror what they see in older role models.
The short of it is this: There’s nothing like ensuring that young people grow up with a full appreciation of their agency and their responsibility to themselves and others. It’s the surest way to encourage them to participate in the workforce and continue learning after they leave high school and college.
Fortunately, it’s never too late to realign priorities. An apprenticeship model is one good way to match those who want to learn with those who can teach them—all in a real-world setting.
Apprenticeship USA (ApprenticeshipUSA.gov), under the umbrella of the U.S. Department of Labor (DOL.gov), exists to consolidate, disseminate, and fund (through grants and tax credits) apprenticeships. Part of that consolidation includes an up-to-date and navigable list to state programs that also help employers defray the costs of apprenticeship programs.
About two-thirds of the states have some sort of cost sharing in place, usually in the form of a tax credit. Every business owner reading these words who has not checked the status in his or her state should do so. A tax credit may be just what’s needed to allow an apprenticeship program to be established or make it easier to sustain an existing program.
The DOL has a multi-layered and growing program in place to invigorate the workforce and the workplace. More about that in the last section.
There was a time when a blacksmith meant everything to the mobility of a community. Things change.
Right now the nation needs workers who can take roles in shipbuilding. Copywriters, on the other hand, are having their field transformed by AI.
Although we cannot suggest to every student who wants to pursue a career in copywriting to enter the world of shipbuilding, we can remind them of blacksmiths and the importance of thinking things through. Similarly, the idea that everyone should become a coder—advanced for several years now—has already been demonstrated to be a bad one with AI capable of coding itself.
Gus Alexander, CEO of the FNA Group in Pleasant Prairie, WI, tells us some of what his company has done to both keep employees and counter skills gaps. Let’s start with retention.
“Retain the labor you already have,” says Alexander. He adds that often retention gets overlooked. “We targeted retention levels with ‘stay’ interviews—why they should stay—
versus exit interviews,” explains Alexander. “In addition, we provide attendance bonuses that tie to reliability and not overtime.”
Acting on initiatives that are likely to increase the desire of employees to stay is also part of the mix. “We learn and practice skill-based pay progression, which is a clear path to higher retention,” says Alexander.
Improving the workday experience is a key element too, says Alexander. “Ergonomic improvements—because fatigue is a turnover driver—predictable schedules, and strong frontline supervisors have boosted retention,” he comments
“Stopping attrition is cheaper than hiring,” says Alexander. In that context cross training and skill flexibility are important.
“We build multi-skill operators instead of single-task specialists and create a skills matrix and certify operators for two or three stations,” explains Alexander. “To support this, we use floaters to cover absenteeism and bottlenecks.”
With employees capable of fulfilling more than one role, there are fewer production stoppages necessitated by an employee missing work. At the same time, some non-core work functions—packaging, kitting, and subassemblies— have been outsourced to allow focus on core functions.
Analogous to the stay versus exit interviews is the “labor replacement” versus “labor leverage” shift in company culture, explains Alexander. “What I mean is a shift in mindset from ‘how do we replace people’ to ‘how
do we make each person dramatically more productive.’”
There’s been success with shift premiums instead of increased base wages and with referral bonuses, says Alexander. The strategies bypass the wage inflation of raising base pay. They also “keep scarce labor focused on value-added production.”
Adopting technological solutions has helped to reduce stress caused by scarce labor, says Alexander. A MES [manufacturing execution system] reduces manual tracking and reporting. Predictive maintenance reduces emergency repairs. Digital work instructions improve clarity and outcomes. AI tools, such as those used in scheduling, result in optimal shift planning and reduce overtime burnout.
“Our philosophy is labor must be treated as a scarce strategic resource, not a variable expense,” says Alexander. He adds that labor shortages in manufacturing are structural and not temporary.
“Reliance on traditional hiring alone exposes the business to missed production targets,” says Alexander. Such reliance also contributes to “escalating overtime and wage pressure, quality and safety risk, and inability to scale during demand spikes.”
The Employment and Training Administration (ETA.gov) at DOL aims to help businesses find the qualified workers
they require. It offers an array of services, all of which focus on matching individuals who want to learn and work with companies that need them.
ETA aligns with the American Job Centers (AJCs), which also fall under the DOL umbrella. AJCs strive to bring what DOL labels “untapped sources of workers” into the labor force.
The types of assistance businesses can get from AJCs include recruitment and screening, training and education, retention and up-skilling, and transitioning. There are a variety of funding mechanisms through AJCs—particulars depend upon state and local emphasis of the AJC.
Significant, though, is that the funding can be used in a variety of ways, including on-the-job training, incumbent worker training, and registered apprenticeship. It is understandable that many employers do not want to add more connections to government entities to their processes, but the workforce information provided by
DOL and its sub-entities offers many good ideas that can be tailored to a particular business.
More than identifying some good ideas, however, interaction with AJCs offers an excellent way to learn about the young people who want to learn and find engaging remunerative work. Anyone who walks dogs very early in the morning knows that Amazon and Uber delivery vehicles are already coursing the streets before 6 am
Not every independent delivery driver is a young person. But every independent delivery driver is someone who wants to work, has initiative, and is determined to get the job done.
Owners of businesses who cannot find enough employees might consider making connections that will allow them to find people open to apprenticeships and training. But first the potential workers must know what’s available.
It’s no exaggeration to note that money-earning roles such as influencer
and podcaster are much better known to prospective workers than are those that produce goods and essential services (e.g., distribution of power and water).
One of the most significant things that business owners can do to eliminate labor shortages and elevate skills of prospective workers is to make certain people understand what their business does. On the right course are manufacturers who invite a school class to tour their facility now and then, distributors who do the same, and contractors who give demonstrations (even if only in the virtual world).
In general, though, far too few people understand what it takes in terms of raw material, equipment, energy, logistics, and people to keep the infrastructure of a nation intact. Life can be more interesting than a tally of clicks and views. Get that information out there.
And thereby match up all the available lids with the pots in need of one. CT
ZONE 1
American Waterworks, Inc. 13250 Weidner St. Pacoima, CA 91331 818-252-0706
www.americanwaterworks.net
Custom trailer system sales & service.
Nor Cal Pressure Washer Equipment
250-G S. Maple Ave. S. San Francisco, CA 94080 (866) 554-6601
www.norcalpressurewash.com
Hydro Tek Sales & Service, Industrial/Commercial.
Pacific Bay Equipment 609 G Street Modesto, CA 95354 (209) 578-3925/fax (209) 578-3120 www.pacificbayequipment.com
SF Bay area: 28301 Industrial Blvd. Hayward, CA 94545
ZONE 4
Pressure Systems, Inc.
1646 E. Jefferson Street Phoenix, AZ 85034 (602) 253-9579
www.pressuresystemsinc.com
Experience Makes a Difference. Working With Water & Finding Solutions Since 1965.
Superior Cleaning Equipment
4422 E. University Dr. Phoenix, AZ 85034 602-257-1357 sceclean.com
ZONE 5
American Cleaning Systems 5261 W. 42nd St. Odessa, TX 79764 (800) 205-7797
www.amcleaning.net
Pressure Washers, Soaps, Degreasers, Hot Shot
Alklean Industries, Inc. 2111 Catalina Dr. Pasadena, TX 77503 (281) 479-5966 www.alklean.com
Hotsy, Mi-T-M, Hydro Tek, Alkota, KEW, Alto, plus many more. POWERWASH.COM 2313 Cold Springs Rd. Fort Worth, TX 76106 (800) 433-2113 www.Powerwash.com
Pressure Washer Sales & Service, Parts, Chemicals. River City Pressure Cleaning Equipment 7306 NE Loop 410 San Antonio, TX 78219
(888) 889-WASH (9274) www.rcpce.com
Industrial Pressure Washer Sales, Service, Parts, Detergents, & Diesel-Powered Equip. Available.
Sellers Sales Co. Inc. Pumps & Equip 1904 So. Loop Drive Waco, Texas 76704 (254) 754-5761
info@sellerspump.com
Cat Pumps dist for 50 years. Pump Sls/Parts/Repairs/Cstm Built Pump Pkgs
AaLadin Central Pressure Washers & Supplies 2339 East Front Street Kansas City, MO 64120 (816) 221-1007
www.aaladincentral.com
Aaladin Elite Dist. Sales, Service, Parts, Soap for all brands. Chappell Supply & Equipment
• CETA Certified Distributor 6509 W. Reno Ave. Oklahoma City, OK 73127 (405) 495-1722
service@chappellsupply.com
1-Stop-Shop for Industrial Cleaning Equip. Needs.
KO Pressure Supply 2950 E. Division
Springfield, MO 65803 (888) 301-3005
www.kopressuresupply.com
Quality Parts, Equipment, Chemicals, and Service.
ZONE 7
Omega Industries, Inc. 11317 W 47th St. Minnetonka, MN 55343 (952) 988-8345
http://omegaindustriesinc.com
Sayers Wash Systems 21020 Cambodia Ave. Farmington, MN 55024 (800) 456-9840
www.SayersWashSystems.com
Servicing Virtually All Brands of Pressure Washers.
ZONE 8
Michigan Power Cleaning 2101 Palmer Avenue Kalamazoo, MI 49001 (269) 349-3656
MichiganPowerCleaning.com
35y+ Parts/Service Cat General Hydrotek and Other Brands.
ZONE 9
Pressure Washer Supply Center 480 Hylton Rd. Suite D Richmond, VA 23238 804-708-9851
pressurewashersupplycenter.com
Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair.
Pressure Washer Supply Center 110001 Houser Dr. #13 Fredericksburg, VA 22408 (804) 708-9851
pressurewashersupplycenter.com
Commercial Pressure Washer Sales, Service, Parts, Chemicals & Repair.
ZONE 10
American Water Works East 3000 Nuzzo Ln. Conway, SC 29526 843-399-1055
www.americanwaterworks.net Delco of Knoxville 6675 Clinton Hwy Knoxville, TN 37912 (865) 938-4486
Sales. Parts. Service. Rentals. Etowah Chemical Sales & Service
• CETA Certified Distributor 1706 Rossville Ave. Chattanooga, TN 37408 (423) 756-5763
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980. Etowah Chemical Sales & Service
• CETA Certified Distributor 5720 A Middlebrook Pike Knoxville, TN 37921 (865) 584-7477
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
ZONE 11
Etowah Chemical Sales & Service
• CETA Certified Distributor 878 Davis Dr. (Atlanta) Conyers, GA 30094 (770) 760-7031
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
Etowah Chemical Sales & Service
• CETA Certified Distributor 206 5th Ave. SW Cullman, AL 35055 (256) 734-1208
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
Etowah Chemical Sales & Service
• CETA Certified Distributor 7688 Spanish Fort Blvd. (Mobile) Spanish Fort, AL 36527 (251) 621-1901
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
Etowah Chemical Sales & Service
• CETA Certified Distributor 3521 Richard Arrington Blvd. Birmingham, AL 35234 (205) 323-6441
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
Etowah Chemical Sales & Service
• CETA Certified Distributor
2618 Forrest Ave. Gadsden, AL 35904 (256) 547-7527
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
Etowah Chemical Sales & Service
• CETA Certified Distributor 1624 ½ Hamilton Road LaGrange, GA 30240 (770) 668-6319
www.etowahchemicals.com
Quality Chemical & Equipment Solutions Since 1980.
GCE, Georgia Chemical Equipment 1580 Beaver Ruin Road Norcross, GA 30093 (770) 921-0397; (800)762-7911
https://georgiachemical.com
Sales, Service, Chems, Rentals Repairs on Nat Brands.
North Georgia Airless 2126 Hilton Drive Gainesville, GA 30501 (770) 532-4442
www.NorthGeorgiaAirless.com
Trusted Sales, Rental, Parts and Repair Center.
Power Cleaning Equipment, Inc. 5020 Hwy 157 Florence, AL 35633 (800) 423-8605
joe@power-cleaning.net
Full-service P.W. Dist & Chem. Mfg. (TN also)
ZONE 12
Faitella Enterprises
• CETA Certified Distributor Ft. Pierce, FL (800) 874-0607
www.faitellaenterprises.com
Since 1976, Sales & Service at Your Location or Ours.
Florida Pressure Washing Equipment & Supplies 671 Progress Way Sanford, FL 32771 (407) 688-4532
www.floridapressurewashing equipment.com
Mi-T-M Dist. Seal´nLock, PW Sales, Service, Parts.
ZONE 13
ETS, Equipment Trade Service Co. Inc. 20 East Winona Ave. Norwood PA. 19074 (610) 583-7657
www.etscompany.com
All PW’s! Sales, Repairs, Rental, Parts, Chems, Since 1970.
Hydro-Spray
2928 Washington Avenue Clearfield, PA 16830 (800) 528-5733
www.hydrospray.com
A full-service car wash & pressure wash equip provider.
Kepner Equipment, Inc. 2365 Firehall Rd. Canandaigua, NY 14424
888-895-2632
www.kepnerequipment.com
Helping You Clean Up Your Act Since ‘92! Sales, Service, Detergents Portage Power Wash 814 736-6288
217 Main St. Portage, PA 15946
www.portagepowerwash.com
We are a family-owned business that has over 40 years of experience.
ZONE 14
New England Cleaning Equipment (formerly Cape Cod Cleaning Systems) 49 North Main Carver, MA 02330 96 Moore Road Weymouth, MA 02189 508-947-0570
rnissi@registeredchemicals.com
Since 1948 now covering all of New England. Sales, Parts & Service Center. Also extensive Chemical offering.
ZONE 15
PSC Pressure Systems Company, Inc. 3300 Steeles Ave. W Concord, ON, L4K 2Y4 www.pscclean.com (800) 246-9689
Manufacturing, Sales, Parts and Service, since 1969.
Accessories: Schedule 80 Aluminum Wands, cut & threaded. Call for price, 800-874-0607.
PA SpA: +39 0522 623 611; www.pa-etl.it.
Steel Eagle: 800-447-3924; www.steeleagle.com.
Barens, Inc.: 800-676-0607; www.barens.com.
CETA: 800-441-0111; www.ceta. org.
PWNA: 800-393-7962; www. pwna.org.
Kleen-Rite: 877.602.6709; www. kleen-ritecorp.com.
Etowah Chemical Sales & Service: 800-848-8541.
Hydrus Detergents: 712-765-1060; www.hydrusdetergents.com.
ITD Chemical: 800-472-1233; www.itdinc.biz.
Coils-R-Us: 479-549-3880; www. coils-r-us.com.
Carlin Combustion Technology: 203-680-9401; https://carlin combustion.com.
AhatTek: 508-459-9420; www. ahattek.com.
Aaladin Industries: 605-356-3325; www.aaladin.com.
American Washall: 833-645-4275; AmericanWashall.com.
BE Pressure Supply, Inc.: 800663-8331; www.bepressure.com.
Cam Spray: 800-648-5011; www.camspray.com.
Dultmeier Sales: 402-333-1444; www.dultmeier.com.
Epps Products: 888-826-9191; www.eppsproducts.com.
Mi-T-M Corporation: 800-5539053; www.mitm.com.
PowerJet Pressure Cleaning Systems: 877-765-9211; www. powerjetpressure.com.
Powerwash.com: 800-433-2113; www.powerwash.com.
Midland Industries: 800-8215725; www.midlandmetal.com. GRAFFITI REMOVAL
Equipment Trade Service Co.: 877-824-7763; www.taginator.com.
Graffiti Solutions: 651-777-0849; www.graffitisolutions.com.
JTI Trade, Inc.: 360-226-3637; www.val6.com.
Coxreels: 480-820-6396; www. coxreels.com.
Hannay Reels: 518-797-3791; www.hannay.com/en-US. INSURANCE
CSC Insurance: 724-929-2300; cscinsurance.com.
Joseph D. Walters: 800-878-3808; www.josephdwalters.com.
Pressure Systems Inc.: 602-2539579; www.pressuresystems inc.com. NOZZLES
Arthur Products Co.: 800-3220510; www.arthurproducts.com.
Chappell Supply & Equipment Company: 405-495-1722; www. chappellsupply.com.
Alkota: 800-255-6823; https:// alkota.com.
Dyne Power Packs: 772-332-1662. Idrobase Group: www.idrobasegroup.com.
Kärcher North America: 800444-7654; www.kaercher.com/us Pressure Systems Innovations: 561-249-2830; https://pressure systemsinnovations.com.
PSC Cleaning Systems: 800246-9689; www.pscclean.com. Ramteq: 713-983-6000; www. ramteq.com/en.
Spraymart: 800-752-0177; www. spraymart.com.
VPW Enterprises LLC: 540-8792180; vapressurewasher.com. PUMPS
UDOR USA: 651-785-0666; https://udorusa.com.
Valley Industries/Comet USA: 800-864-1649; www.comet pump.com.
PUMPS AND ACCESSORIES
AR North America: 763-3982008; www.arnorthamerica.com.
STEAM CLEANING
Steamericas: 844-877-8326; https://steamericas.com.
SURFACE CLEANERS
Whisper Wash: 727-577-1292; www.whisper-wash.com.
THERMOSTATS
Cotherm North America: www. cotherm.com.
Universal Trailer: 818-252-0706; www.americanwaterworks.net.
VALVES
Midland Industries: 800-8215725; www.midlandmetal.com.
WASTEWATER CAPTURE SYSTEMS
WASTEWATER CAPTURE RECLAIM SYSTEMS
Vacu-Boom | Spartan Mfg. Corp.: 336-996-5585; www.smcwashers.com.
WATER TREATMENT
Scaltrol, Inc: 800-868-0629; https://scaltrolinc.com.
WOOD STAINING
Wood Defender: 817-658-KOTE (5683); wooddefender.com.
WJTA-IMCA: 314-241-1445; www. wjta.org.
