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Jeffrey Peterson never expected to change how laundromats think about employment. A nuclear contractor for the Department of Energy, he was content with his career until one moment changed everything.
"Dad, I got a check. I'm working just like you," after Alex's first week at CAA solutions. Alexander, who is on the autism spectrum, had just experienced something transformative—the dignity and pride that comes with earning your own paycheck.
That moment sparked an idea that would eventually become The Wash, a 5,800-square-foot laundromat in Richland, WA, designed specifically to employ individuals with developmental disabilities and disabled veterans. As Jeffrey prepares to open in January 2026, he's building something entirely different from the ground up.
The Revelation
Jeffrey's connection to the laundromat industry runs deep—his ex-wife and best friend met years ago when both worked at a laundromat in Augusta, Georgia. They have four children together, with Alexander and Christopher both on the autism spectrum. Like many parents, Jeffrey wondered what the future held for his children.
Through the Columbia Ability Alliance (CAA), Alexander started working in a program creating products for the military. The transformation was immediate. Alexander began teaching new employees, showing up early, and talking about work with enthusiasm Jeffrey had never seen before.
"When Alex got his job, he'd knock on our bedroom door saying 'I got to go to work, I'm ready, don't make me late,'" Jeffrey recalls. "We heard a whole new voice out of our children."
Christopher followed a similar path, finding work at a federal facility. Both sons have maintained their jobs for years, rarely missing days, requiring their parents to make them take time off.
Beyond Traditional Business
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The Wash isn't just another laundromat startup. Jeffrey's vision combines his commissioning and startup manager background with a deep understanding of what meaningful work can do for marginalized communities.
The facility will feature 42 washers and 46 dryers, offering self-service, wash-and-fold, and pickup and delivery within a 30-mile radius using an all-electric vehicle fleet. But the real innovation lies in how it approaches employment.
Most positions will be designed as four-hour shifts, carefully structured to ensure employees can maintain their Medicare, Medicaid, and disability benefits while gaining meaningful employment.
This thoughtful approach recognizes the complex balance many neurodivergent individuals must navigate between work and essential support services.
"We'll have a lot of four-hour shifts, and we want to hire veterans as our delivery drivers too," Jeffrey explains. "We'll put neurodivergent employees in the trucks as well—they'll deliver bags to the front door while the driver handles the driving."
Technology and Community at the Center
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Jeffrey chose Cents technology after seeing its potential at Clean Show 2025, selecting Cents Transact for his POS needs and Cents Dispatch for pickup and delivery.
"Cents has created a user-friendly interface that I know I can teach to individuals with disabilities," he notes. "Many neurodivergent individuals are very savvy with computers, games, and screen-based technology."
The technology enables remote monitoring while ensuring accountability—critical for a business model that prioritizes employment over traditional profit maximization.
Beyond the operational technology, The Wash's mission extends to community building. Jeffrey plans a sensory-friendly children's area with textured walls, learning activities, and library partnerships.
His company name, Esprit de Corps, reflects his belief that work should build team spirit and pride. The puzzle-piece logo on delivery vans will immediately signal the business's neurodivergent focus.
"There's that spirit of being part of something, being part of a team, having pride in coming to work," Jeffrey says. "The details that might seem small to others can be incredibly meaningful to neurodivergent employees."
The Bigger Picture
Jeffrey sees employees like Alexander and Christopher as ideal long-term workers—reliable, punctual, and genuinely happy to be at work. Their aspirations aren't to climb corporate ladders but to remain gainfully employed, making them naturally stable team members.
"If you think about that long term, it just makes sense," he reflects. "Alex has been at his restaurant job for five or six years. Christopher's been at the federal facility for four years. They don't miss a day."
His one-year goal is straightforward: eight employees, strong community recognition, and plans for a second location. By partnering with Columbia Ability Alliance, Jeffrey has created a replicable model that other operators could adapt using similar organizations in their communities.
A Different Definition of Success
Jeffrey's approach challenges conventional business wisdom. Rather than focusing primarily on competition or profit maximization, he measures success by community impact and employee fulfillment.
"It's not really about the laundry for me," he admits. "I love connecting people and solving problems. When you realize that you put that upfront time in, these are long-term employees."
The Wash represents something more than a business venture—it's proof that commercial success and social purpose can coexist when someone is willing to see potential where others see limitations.
