Chad Rocheford Of Crown Linen On 5 Ways To Create a Wow! Customer Experience

As a part of this series, we had the pleasure to interview Chad Rocheford.

Chad Rocheford is the Director of Sales at Crown Linen, a leading commercial laundry service provider trusted by upscale hotels across Florida and Georgia, where he leads growth and manages relationships across a large hospitality portfolio. With more than 25 years in sales and service, primarily the hotel space, he focuses on delivering practical solutions that help properties run more efficiently and control costs. Rocheford spends much of his time working directly with customers, identifying opportunities to improve service, simplify operations, and developing solutions like direct-to-unit bundles or linen rental programs that help hotel partners adapt to changing operational needs.

Thank you so much for joining us in this interview series! Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?

I got my start working in my family’s construction business when I was a kid. That’s really where I learned my first lessons about accountability. My dad always said, “Whatever you do, you’re leaving your signature on it.” If something didn’t look right, he’d ask me, “Is that how you want your customer to see you?” That stuck with me.

As I moved into different roles over the years, I carried that mindset forward. I’ve always been drawn to problem-solving, and that’s what ultimately led me into sales and customer service. At its core, it’s about helping people figure out the best way to solve a problem and then delivering on it in a way that reflects well on both sides.

I got into the laundry industry nearly 20 years ago, working with hotels, resorts, and vacation clubs. At a basic level, they all have the same challenge — moving large volumes of linen efficiently and getting it back clean, consistent, and on time. But behind that is a much bigger operational puzzle, and that’s where I found my calling.

I was fortunate to meet Pablo Lucchesi, CEO of Crown Linen, while working in a different industry. He helped shape how I applied my customer service mindset to this laundry industry, focusing not just on processing linen but on helping customers run their resort operations better.

Today, I’m still doing what I enjoy most, working with customers to solve problems. The difference now is scale. I still value the one-on-one relationships with individual properties, but I also have the opportunity to develop solutions at the brand and portfolio level, which has been incredibly rewarding.

Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lessons or ‘take aways’ you learned from that?

Early on in my career, I was calling on a large hotel that operated its own on-premise laundry, which is funny now considering Crown Linen helps hotels transition to outsourced laundry services. Instead of going through the front office, I walked into the laundry room and was greeted by a few of the team members. They were incredibly friendly, and we got into a great conversation.

At some point, the department manager came over, looked at me, and just assumed I was her new hire. She started talking to me about the job, the workflow, and what to expect working there. Eventually, the hotel ultimately made the decision to shut down the on-premise laundry and transition the team into other roles within the hotel. That same manager ended up becoming our main point of contact for daily operations. To this day, we still laugh about the first time we met — when she thought I was her newest employee.

None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story?

That’s a tough question because I’ve had a lot of people invest in me over the years — both personally and professionally. It really started with my parents, who instilled a strong work ethic and a sense of pride in what you do. I’ve always believed it takes a village, and I’ve tried to surround myself with the right people, inside and outside of work, who help keep that balance between career, family, and community.

If I had to point to one story that really shaped me, it goes back to when I was about 11 years old. I started a small landscaping business in my neighborhood: just me on a riding lawnmower going house to house. There was one property on our street that really stood out. As you drove in, the road curved and that house sat right at eye level and everyone noticed it. I was proud the day they hired me.

At first, I was just cutting grass. I wasn’t thinking about straight lines, edging, or presentation. The homeowner never said anything, so I assumed I was doing fine. But one day, after I finished mowing, my dad asked me to go for a ride. We drove down the street, turned around, and came back slowly. Then he asked me to look at that house.

He said, “Is that the signature you want to leave?” He pointed out that everyone who drives down this street sees that lawn and, whether I realized it or not, that was my reputation on display.

I went back, re-mowed the entire lawn, and made sure it looked perfect. From that day on, I tried to pay attention to the details and the small things that most people might overlook.

What’s funny is, that small lesson had a big impact. My little business grew from a few to a dozen regular customers, plus leaf removal and snow work. But more importantly, it shaped how I approach everything today. Whether it’s a lawn or a large-scale customer solution, the principle is the same: you’re always leaving your signature.

Thank you for that. Let’s now pivot to the main focus of our interview. This might be intuitive, but I think it’s helpful to specifically articulate it. In your words, can you share a few reasons why great customer service and a great customer experience is essential for success in business?

I think most people show up to work wanting to do a good job. The reality is that very few roles operate in a vacuum; we all rely on others, whether it’s internal teams or external partners. That’s where customer service really comes into play. It’s human-to-human interaction, and the more empathy and understanding you bring to that relationship, the easier it is for someone to trust you and do business with you.

When a customer reaches out, especially with a problem, it can feel like they’re placing blame. In reality, they’re calling because they need help. Great customer service is the ability to look past the emotion, get to the root cause, and respond with clear, timely solutions.

There’s also a level of finesse involved. Sometimes what a customer perceives as your problem actually originates on their side. Navigating that conversation takes tact. If you handle it the right way, you don’t just solve the immediate issue, you help them improve their operation. That’s where real value is created.

Over time, that builds trust, which turns into long-term relationships. People remember who helped them when things weren’t going right, and as they grow in their careers, they tend to bring those partners along with them.

That’s why consistency matters. Whether it’s a small customer or a large one, you give the same level of attention because you never know where that relationship will lead and you want to make sure your name is associated with reliability and results.

We have all had times either in a store, or online, when we’ve had a very poor experience as a customer or user. If the importance of a good customer experience is so intuitive, and apparent, where is the disconnect? How is it that so many companies do not make this a priority?

At the end of the day, business comes down to people, price, and product, and people are the true differentiator. Products can be comparable, and pricing can be competitive, but it’s the people behind the service who ultimately define the experience and set one company apart from another.

Where the disconnect happens is often in highly competitive, price-driven environments. When price becomes the primary decision factor, companies feel pressure to cut costs and unfortunately, customer service is often one of the first areas to suffer. The challenge is that great service takes time, effort, and investment. It’s not always the cheapest path, but it’s the one that sustains a business long-term.

In the hotel laundry service industry, I’ve seen companies enter the market as low-cost providers to win business quickly. While that may work in the short term, it’s hard to maintain and over time, cracks start to show. Whether it’s inconsistency in the product, lack of communication, unresolved issues, or simply not being available when the customer needs support. Those things erode trust, and once trust is gone, it’s very difficult to recover.

Hotel laundry service is also unique in that it’s a daily operation — 365 days a year. It’s nearly impossible to be perfect every day, but what matters is how you respond when things aren’t perfect. The best companies focus on educating their customers so expectations are clear, and when something does go wrong, they take ownership, fix it, and follow through until the customer is satisfied.

Do you think that more competition helps force companies to improve the customer experience they offer? Are there other external pressures that can force a company to improve the customer experience?

I think competition can absolutely improve the customer experience, especially when your competitors are doing a good job. It pushes everyone to be sharper, more responsive, and more innovative. That’s a healthy dynamic.

What I’ve seen is that strong leaders use that pressure as a catalyst to think differently. They look for new solutions through technology, process improvements, or a rethought service model. This is one space where Crown Linen excels by offering an extraordinary level of transparency through real-time logistics tracking. The competitive nature of the business also forces you to evaluate your customer base. Not every account is the right fit, and sometimes the best long-term decision is to step away from business that isn’t sustainable.

You also see external pressure from the customers themselves. In our industry, hotels and resorts are constantly evolving, whether it’s new fabric types, changes in brand standards, or larger and more complex linen requirements. All of those changes require providers to adapt quickly and refine their processes to meet expectations.

So, while competition plays a role, it’s really a combination of market pressure, customer expectations, and internal discipline that drives companies to improve. The ones that succeed are the ones that can balance all three without compromising the customer experience.

Can you share with us a story from your experience about a customer who was “Wowed” by the experience you provided?

One situation that stands out involved a very large hotel account we were servicing. During an overnight processing, one of our washing machines jammed — and it wasn’t a minor issue. The jam ended up involving several thousand dollars’ worth of their linen.

When I arrived that morning, it was clear there was no way to recover the product. The only option was to cut it out and render it unusable. At that point, I knew we had a serious situation on our hands. Before calling the customer, I focused on solving the problem. I immediately contacted their linen supplier, calculated the damaged quantities, and placed an order for replacement product with expedited, overnight delivery directly to the hotel. At the same time, I coordinated with our team to quick-turn wash their existing inventory over the next several days to ensure there would be no disruption to their operation. Only after those pieces were in motion did I call the general manager to explain what happened.

Because of the size of the hotel, the shortage alone likely wouldn’t have shut them down — but that wasn’t the point. What mattered was how we handled it. I walked him through the situation, owned the mistake, and then outlined the solutions that were already in place. He was genuinely surprised by several things. First, that I called him before he had to call me. Second, that we had already solved the problem before bringing it to him. And third, that we took full accountability, even in a situation where it might have gone unnoticed.

That moment stuck with him. It reinforced trust in a way that went beyond routine service. It’s a good reminder that sometimes the biggest opportunities to “wow” a customer come when things don’t go as planned, it’s how you respond that defines the relationship.

Did that Wow! experience have any long-term ripple effects? Can you share the story?

It absolutely did. A few years later, a competitor came in very aggressively trying to win that same account. They eventually got in front of the decision-maker and presented a significantly lower price than what we were charging. The same general manager listened, and then told them, “I can’t afford to use you.”

The competitor was confused because they knew their price was lower. So, he explained the story about the tunnel washer jam and how we handled it: how we took ownership, solved the problem before calling, and stood behind the customer when it mattered most. The concept is simple. When things go wrong, and they will, you step up and make it right. That moment reinforced something I’ve believed for a long time: price gets you in the door but trust keeps you there, and trust is built in the moments where you have something to lose and choose to do the right thing anyway.

Ok, here is the main question of our discussion. Based on your experience and success, what are the five most important things a business leader should know in order to create a Wow! Customer Experience.

1. Be Human

At the end of the day, business is built on relationships. People want to work with professionals, but they also want to know there’s a real person on the other side of the transaction. Being human means being relatable, humble, and appreciative. It’s taking the time to listen, understanding what your customer is actually dealing with, and responding in a way that shows you care about their success as well as the transaction.

It also means never taking your customers for granted. Loyalty isn’t guaranteed. If you’re not delivering value and showing up the right way, there’s always someone else willing to step in. Some of the strongest relationships I’ve built over the years didn’t come from perfect execution, they came from being present, communicating honestly, and treating people the way I’d want to be treated. That’s what keeps customers coming back.

2. Tell on Yourself Before Your Customer Does

If something goes wrong, don’t wait for your customer to discover it, get ahead of it. The sooner you communicate, the more control you have over the situation. When you pick up the phone first, you shift the conversation from reaction to resolution. It shows accountability, builds credibility, and takes a lot of tension out of the interaction.

It’s the same principle I use at home with my kids: if you make a mistake, own it, fix it, and move on. The same applies in business. Mistakes are going to happen, especially in fast-paced, operational environments. What matters is how quickly and effectively you respond. Customers don’t expect perfection, but they do expect honesty and action. When you take ownership upfront and come prepared with a solution, you turn what could have been a negative experience into a trust-building moment.

3. Manage Expectations Up Front

A great customer experience starts before the first delivery is ever made. It begins with clearly understanding, and setting, expectations. Before entering into any relationship, you need to know what matters most to your customer. What are their pain points? What does success look like to them? Where might your operation fall short of those expectations? Those are the conversations that need to happen early. If something is truly a deal breaker, it’s better to address it before the relationship begins. Most of the time it’s not a deal breaker, but it may be a pressure point for someone on their team. When you bring it up proactively, it shows transparency and builds trust from the start.

In our world, that could be something as specific as how linen is folded, how carts are packed, or delivery timing. You have to be honest about what your operation can and cannot do. As a leader, it’s your responsibility to set both sides up for success. That means aligning your scope of work with what your operation can consistently deliver and making sure the customer understands that clearly. When expectations are aligned upfront, it’s much easier to meet them and exceed them.

4. Keeping Your Word

This one is as simple as it sounds, but it’s where a lot of companies fall short. If you say you’re going to do something, do it. If it’s going to take longer than expected, let them know before they ask again. Reliability builds trust. Returning a call when you said you would. Delivering when you promised. Closing the loop on open items.

Customers don’t just remember what you say, they remember what you do. And over time, your reputation and personal brand is built on that consistency. In many ways, this is the foundation of a “WOW” experience. When a customer knows they can count on you without having to chase you down, it removes friction and builds confidence in the relationship.

5. Leave Your Signature

At the end of the day, no one is responsible for the experience you deliver but you. If you’re not performing at your best, take the time to regroup and come back stronger. Great customer experiences don’t happen by accident; they’re created by people who take ownership.

That means finishing what you start and following things through. Don’t let tasks sit unfinished or assume someone else will handle it. When you approach your work with that mindset, your customers feel it. They see the consistency, the effort, and the pride behind what you deliver. Just like I learned early on, everything you do is a reflection of you; it’s your signature. Make sure it’s one you’re proud to leave behind.

Are there a few things that can be done so that when a customer or client has a Wow! experience, they inspire others to reach out to you as well?

I’ve always felt it’s a little forced to ask for referrals. If someone genuinely wants to help you, they’ll ask how they can, and that’s the right time for that conversation. In my experience, if you take care of people the right way, the word gets out naturally.

The key is making yourself easy to do business with and building real relationships, not transactional ones. I make a point to get to know my customers on a personal level. I try to learn their birthdays, their kids’ names, what they enjoy outside of work, what motivates them, and where they see themselves going. Those aren’t surface-level conversations, but I ask because I genuinely care.

Sometimes it’s the small, unexpected moments that stick, like showing up with balloons and a cake for someone’s birthday, remembering something they mentioned in passing, or just taking the time to connect beyond the business itself. Those are the things people talk about and make introductions to their friends. You don’t have to ask someone to share a great experience. When it feels real, they’ll do it on their own.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

This might not sound like the most conventional answer, but it’s something I’ve thought about quite a bit. I’ve always enjoyed being outdoors, and I care about preserving the environment for future generations. If I could start a movement, it would be centered around reducing everyday waste — specifically the disposable packaging we use without thinking twice.

I’ve always liked the idea of a bulk, refill-based model for common household items. Things like shampoo, toothpaste, dish soap, laundry detergent and other products we all use every day that come in single-use containers. Instead of constantly buying and throwing those away, I envision a system where people bring reusable containers and refill what they need. Not only would that reduce waste, but it could also lower costs by producing and transporting goods more efficiently in bulk. It’s a small shift in behavior, but if adopted at scale, it could have a meaningful impact. It may not be something that delivers an immediate return, but I think it’s the kind of long-term mindset that benefits everyone by doing a little better today so the next generation has something better to work with tomorrow.

How can our readers follow you on social media?

Readers can follow us on Facebook and Instagram at @Crown.Linen and LinkedIn at Crown Linen, LLC.

This was very inspiring. Thank you so much for joining us!