It’s been a week. But if hotels have guests, we’re here to provide them with clean sheets.
Maintaining continuity of service in subzero blizzards is a team effort. It requires a maintenance team making sure the equipment is working, drivers trained to take precautions and empowered to turn around if conditions don’t permit safe delivery, and most of all, a plant floor team willing to rearrange their schedules to come in when it’s safe. And behind all of it, an amazing customer care team keeping our customers in the loop when we’re all dealing with the unexpected.
I tell my team all the time — hotel managers can understand if a blizzard causes delays. What they can’t stand is guessing about what’s going to happen next. Is my delivery coming? Should I be rationing towels? Do I need to call in extra housekeeping staff?
Communication is key, and weeks like the one we just had are when our team is able to shine.
Hotels carry less than two days of linen inventory. Many can’t survive 24 hours without a delivery. That makes us critical infrastructure, and we take that seriously. But critical infrastructure isn’t just about showing up — it’s about keeping people informed when the plan changes. In a blizzard, the plan changes hourly.
Our customer care team — Hayley and Daniela — were in constant contact with every hotel on our route. Not waiting for calls, but proactively reaching out: here’s what’s happening, here’s what to expect, here’s when we’ll update you next. That’s the kind of communication that builds trust over years, not just during storms.
We operate two shifts per day, 363 days per year. On the 362 normal days, reliability is table stakes. On the days when everything goes sideways, reliability is a choice that our team makes — and I’m grateful they keep making it.
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