In 1969, Charles Howard Sr. decided to move from servicing the truck wash business with pressure washers and chemicals into the car wash industry. Along with a partner, he became a distributor for California Car Wash Equipment.

There was one major challenge: Howard Sr. didn’t have anywhere to showcase the equipment.

Not to be dissuaded by minor challenges, Howard Sr. did what any logical entrepreneur would do. He built a car wash to showcase the equipment.

Thus, the foundation was laid for Autobell Car Wash, a car wash company that has risen to the top tier of car wash companies. Currently, it is the fourth largest conveyor car wash chain in the United States. That first endeavor also led to the creation of Howco, a distributor of car wash equipment.

As a sophomore at the University of North Carolina at Charlotte, Chuck Howard worked with his father to build the first locations. “Dad was always resourceful,” said the Autobell CEO. “With limited resources, we built the first few washes ourselves with him as the general contractor. I got an education on how to fit pipes and install conduit and pull wires and hook up electrical controls and all that. That got us started.”

Today, Autobell has 83 locations and washes 5 million cars annually. Since 1969, the company has washed more than 60 million cars. One of the keys to its longevity, said Howard, is in its focus on consistency.

“We began way back in the ’80s identifying and documenting our system,” he said. “There is a step-by-step procedure that is the same everywhere. Building the brand, consistency, signage, colors, shapes, onsite marketing – it’s the same experience wherever the customer goes.”

That consistency aids in both the ability to build the brand and helps with training employees.

“Consistency makes it easier for managers to move around sites because they’re all the same,” Howard said.

Another key to the company’s longevity has been its approach to growth. Since 2000, the company averages just over three locations per year. During the economic recession from 2008 to 2010, Autobell added 15 stores and more than 400 employees.

“We grow sensibly,” Howard said. “We’ve done as much as 10 new locations in a year.”

A timely business model pivot had a big impact on that growth number. If not for that decision, Autobell might not be here today.

In 1973, the company had grown to four locations, all working with an exterior wash model with a gasoline tie-in. Gasoline was the high margin revenue engine that could help draw customers and market the car wash.

The oil embargo in the U.S. forced the company to rethink the entire business model. “The pump price skyrocketed and what had been a 30% margin dropped to less than 10%,” Howard said. “So there was a pause for us as we switched our model.”

During that time, the company began merging the full-service model with its existing express conveyor to develop the recipe for the future Autobell. “We had what was really express exterior at the time, just not called that,” Howard said. “We combined that with our full service to create what you might call express full serve. We did away with the lobby and cashier and vacuumed online to keep it more like an assembly process and keep the volume flowing.”

Today there are about 3,500 full- or part-time employees who are glad the company made the switch. Autobell has a strong reputation as a company that values its people and invests in training them well to set them up for success.

“Employees are the most important part of our whole process,” Howard said. “That’s what we’re noted for and that’s what customers appreciate.”

Many of Autobell’s employees are students, whether high school, college or technical school. “It’s a good place to get bright, energetic young people,” Howard said. “We know they won’t be with us forever, so we have to have a system that is well documented and easy to train as we bring in new employees.”

The company also offers a scholarship program to eligible employees. Since 2000, the company has awarded more than $1.2 million to help with higher education costs.

Autobell has a reputation for charitable giving as well as environmental responsibility. The two, in fact, are intertwined. The company started its Fundraising Program in 1998 and has helped nonprofits raise more than $9.5 million. It was born out of a combined desire to give back to the community and to educate consumers on the environmental impact of parking lot car wash fundraisers.

“Our charity car wash program is huge. Nonprofits keep half the money, and it’s a great program. We’ll do probably $700,000 that groups keep this year,” Howard said. “It’s become an easy way to raise money with no liability, no rain outs, no risk of anybody getting hurt, and gives us a chance to talk to them about the harm that parking lot car washes do to the environment.”

The company also extends its environmental education into the community through programs in the elementary schools talking about the creeks and waterways in the communities where it operates.

After 50 years in the car wash industry, Howard’s seen many changes. When Autobell started everything was done, literally, on ledger paper. “The hot numbers came in via telephone and somebody wrote them down on ledger paper,” Howard said. “Now you can get almost real-time information from your locations, which makes managing a larger chain a lot easier.”

The technology advancements have taken a turn in recent years. Now, industry experts are watching things like autonomous vehicles and dealing with enhanced vehicle technology and vehicle assist systems.

But Howard thinks the future is bright. “Like all businesses, I think we will adapt,” he said. “I can’t imagine a world without automobiles.”

And that adaptation will take place with more Howard generations in the business. Howard’s three children and one of his grandchildren are all currently working at Autobell.

Chuck Howard, Autobell CEO