Score: 75/100

When choosing a franchise, I think it’s important to consider the age and stage of the franchisor. Many emerging brands are heavily focused on franchise sales in the early years, and operational support often lags behind growth. Rolling Suds experienced very rapid expansion in its first two years. Significantly faster than I believe anyone anticipated, which created some real growing pains for early franchisees. In my view, there was no lack of intent or concern for franchisee success. The organization grew faster than its infrastructure could initially support. As a result, early adopters did not always have the same level of systems, marketing effectiveness, or support that newer franchisees are launching with today. However, over the past year or so, the company has clearly shifted focus toward correcting those gaps. Many of the improvements, like refined marketing campaigns, expanded national accounts, smaller and more flexible truck configurations, and additional service offerings, have come directly from our franchisee feedback and collaboration. While the brand is still evolving and not without challenges, I believe the most important story is not where Rolling Suds began, but how it has responded. The organization has become increasingly collaborative, more operationally focused, and more responsive to the realities of franchisee economics. This is still a young franchise system, but the direction of travel matters, and in my experience, the trajectory over the past year has been meaningfully positive. I have benefited meaningfully from the brand’s positioning in my market. The original vision behind Rolling Suds was to elevate a historically fragmented industry by introducing a more professional, scalable, and nationally recognizable platform. In my first year of operations, I was able to secure large scale commercial projects that I would not have been able to win independently without the credibility and backing of a national brand. Those projects don't even include any national account opportunities I have received. Are there areas for continued improvement? Absolutely, and I would be skeptical of any brand that didn’t have them. That said, from my perspective, Rolling Suds has delivered on its foundational vision of bringing professionalism and scale to the power washing industry.

By: Verified Franchisee

Score: 24/100

I'll keep my review objective and data-driven. A similar post circulated on X, but I'll incorporate more grounded projections that reflect my business. For those in mid to major tier metros like myself, it's tough to build a compelling investment case for this model. I'm already in for $450k plus debt on 1 truck ($150k), for $600k total. My forecast shows that scaling would require adding two more trucks, which would add roughly $350-400k in financed debt. I've modeled what $1M in annual revenue would look like with a 3-truck operation in my market, but my current run rate is well below that level—even after finishing in the top third in the system. My breakdown is (a) $80k (8%) in royalty fees (b) 20k (2%) in brand fund fees (c) $100k (10%) in marketing (d) $100k (10%) for gas, chemicals, equipment rental (e) $68k in warehouse rent (f) $35k (3.5%) for insurance (g) $50k (5%) misc (credit card fees, registrations, professional fees, offshore virtual assistant, equipment/truck repairs and fees, etc) (h) $17k mandatory franchisor fees (i) 250k (25%) field labor (j) $103k for 3 truck lease payments (k) $90k for a salesperson or GM (l) $10k sales/GM vehicle. If all goes well, you'll net ~$75k and this is without SBA debt. So, after 3-5 years and over $1M in capital + debt investment, you'll be at $1m/year revenue, working "in" the business supporting sales/project management and netting ~$75k/year. In my view, this isn't efficient use of capital or time. This model may work in other markets with lower operating costs or warmer areas of the country with a lot of humidity like Florida (some of those franchisees are doing really well). Note: my scores are based on my market and experience and I wouldn't recommend investing in this brand.

By: Anonymous Franchisee

Score: 75/100

With any franchise it is important to understand who this brand is a good fit for and who it may not be a good fit for. Rolling Suds was a good fit for me for the following reasons: - No prior business experience meant the franchise route offered more benefits than just a “playbook”, having a network to lean on and learn from in real time that had built in incentive alignment was a big plus - My networth and available capital ruled out many other higher investment franchise opportunities, even in home services. Rolling Suds fit my capital investment abilities - I fully intended to be in it full time and not pay myself for the first year or two and had the ability to do so. Going into rolling suds expecting to replace your income in year one or two is not realistic. But that wasn’t my goal. Who Rolling Suds might not be a good fit for: - People who need to replace income right away, within first year - People who expect to never have to be on the truck in the first year (unless you can stomach the loss) - People with the capital to get into higher entry level brands with shorter time frames for profitability - People who never want to have to become a power washing machine mechanic - People who expect to just hire a GM and sales team Seriously, if any of the above stand out to you, it’s not the right fit. Owners should expect to have to learn how to fix machines, occasionally be on the truck in the first year, and have the time horizon to allow the business to mature properly. The first year or two the franchisor epitomized a new business/ franchise. Zor leadership changed frequently, promises were made that were not realistically going to be able to be kept and honestly support to existing franchisees was pretty piss poor in everything other than estimating and truck/ machine maintenance. However, step by step they have been moving in the right direction and maturing. Leadership is better now than it ever has been. Are there people I would like to see replaced? Yes. But for the most part I am optimistic about the direction and where we will be in the next year or two. Marketing: Social media, website and Google Business page management has been a big disappointment. Power washing shouldn’t be a super hard nut to crack when it comes to dominating ranking well. Alas, most zees were set up with poorly optimized GBP’s and not trained well in review gathering. The biggest strength however has been in generating commercial leads. Several vendors have landed us big jobs and bigger relationships that wouldn’t have happened without the vendors RS set us up with. There have been dud vendors too, but some of them have really ripped for us. Commercial lead generation has been a success here with vendors that we used through RS. Residential paid lead generation is not profitable in power washing. But is necessary to build the ability to generate organic residential work in the future year. This part sucks because it feels like your are lighting money on fire for the worst part of the business. Operations: Despite what you hear, the trucks are a good value. They are trainable, maintainable and well equipped to rip high volume. Those three things are rarely all together with Power Washing rigs. And being able to buy a fully outfitted rig and get it with a short lead time is unheard of in power washing. But, yes this is a high CapEx business to build out. I wish the play book had more in it but what it lacks, the knowledge of the network makes up for. Sales: Your success will depend on you B2B sales skills. If you don’t have this skill, it can be learned and fortunately will be backed by solid knowledge on how to price different jobs. But, without sales experience the first 2 years will be more painful. Putting yourself through sales training is wise if you are an owner in this system. National Accounts: This is going to be huge for franchisees. It has already been huge for some. Nobody else is able to truly fulfill power washing work commercially at a national level. Having Brian Wendling Jr, lead it up is a big deal too due to his commercial sales knowledge. The zor doesn’t get enough credit for setting this up. Big things to come in this department that could really expedite zee growth. The bad: Power washing as a business is brain damage. The labor pool is not A+ players. Equipment maintenance is a major headache. Night work is a real part of this business. As of today the value for royalty balance isn’t great. Being on the truck actively warps your mindset into a counterproductive one for building the business, but is necessary sometimes. Residential market has been worse than expected. It is hard to tell how many owners will be able to stick it out long enough for the compounding to kick in. The good: Rolling Suds Products adds a TON of value that is chronically undervalued. Commercial opportunity has be better than expected. National accounts is a huge but still barely tapped opportunity. Profitability in years 2+ is very doable with where the system is today. The network of zee’s is full of killers. Am I happy with RS? Idk. It has been way harder than anyone could have told me. But that is business, franchise or not. But it got me in the game and I actually don’t think I would have done nearly as well without the value that the franchise and network of franchisees provided.

By: Verified Franchisee

Score: 39/100

I have so much to say but I don't really feel comfortable saying it. But I think this platform might be a good thing for people and so I wanted to leave a review.

By: Anonymous Franchisee

Score: 8/100

I'm writing this review as a cautionary tale: be extremely skeptical of the content published on social media platforms. Steer clear of this franchise and its founder. With the exception of a few, most are not profitable. Costs run high with warehouse rent & truck financing ($175k+). Revenue opportunity for power-washing is low and franchisees frequently work in open territories. Marketing is subpar and you use standard vendors. Equipment is in constant need of repair/fixes. Support for project estimation and equipment is the bright spot but I would not buy into a franchise for this.

By: Anonymous Franchisee

Score: 38/100

I regret my decision to buy into Rolling Suds despite being a relatively strong performer. I want to be clear that I am to blame for most of this regret, and should have been more discerning about (a) what a realistic growth story could look like and (b) what value the zor had demonstrated the ability to provide before joining. After some time in the network now, I've come to realize that: 1. Power washing is a really difficult business to scale. Low ticket, mostly non-recurring, high equipment wear & tear, unskilled labor. Ooof. 2. Royalties are very, very high and, in my experience, the zor has not come close providing equivalent value. The zee network is BY FAR the most valuable thing a zee gets from the zor. Watching half the profits in a 20% net business basically vanish into thin air is brutal. Marketing is not valuable, national accounts team is promising (and filled with great people!) but still unproven, no useful operational or sales playbooks to speak of. I actually do think the zor is comprised of good people who care, but the results just are not remotely close to being where they ought to. 3. The zor requires zees to buy expensive trucks/outfits. I understand that professionalism and standardization are important to the brand, but $115k at the lowest end is quite growth-constraining. 4. This is not the kind of business that will trade for a healthy multiple. Don't delude yourself into thinking you'll get 4x+ SDE like other more attractive, non-franchised home services businesses. You will not. 5. I do believe that strong operators can and will be successful in this business. But that's not the right way of thinking about this. The real question is whether the level of success that's possible in this business is worth what's required to achieve it. With Rolling Suds, I don't think it is, at least right now in December 2025. Overall, I blame myself most of all, but the zor has SO, SO FAR to go before they come close to justifying their value. As of the time of writing, you'd be better off watching YouTube, calling some operators in other markets to learn, and figuring this business out from scratch with literally 10x less money invested at the outset. But ultimately, you'd be best off just finding a better business model to spend your time and money on.

By: Verified Franchisee

Score: 31/100

a Power-washing concept works great, but there is absolutely no reason to franchise this. Not sure what value corporate brings, the trucks are extremely expensive, would have been much better off just buying a truck and a power sprayer

By: Anonymous Franchisee

Score: 31/100

I have not particularly enjoyed my experience with Rolling Suds, and at this point I kind of feel like it is what it is. Very expensive truck (175k), it will be really hard for corporate to continue justifying the value they bring compared to the massive royalties that hamstring the franchisee. There is a lot that I can say which I choose to omit from this message because I have a lot of respect for the other franchisees in the system. But I'm surviving, just quite regretful of the decision I made to enter. There are a lot higher ROI ways to invest hundreds of thousands of dollars.

By: Verified Franchisee