Prior to her departure from MVCI, Beth Matthews won the prestigious J.W. Marriott Award of Excellence as the number one employee of 85,000 employees. WSLC employs a staff of approximately 70 people during peak season. WSLC utilizes the services of Chris Pooley, an attorney specializing in immigration law, to provide seasonal H2B employees. This staff consists of Supervisors, Production Staff, Delivery Staff and Engineering Staff.

The success of WSLC is based in large part on the volume of laundry that we produce. This volume has afforded us the opportunity to maintain a highly specialized staff whose sole focus is that of commercial laundry. The sales staff strives to educate, provide informative customer service, and meet the demands of our prestigious list of clients. Our engineering staff is devoted solely to the needs of WSLC and is on call 24/7. We maintain an on-site parts inventory in excess of $70,000 and have in-stock all major components which prevent a catastrophic breakdown. Our plant manager has worked on site since day one and maintains quantitative production numbers that compare favorably with the best of the industry standard. The bottom line is that via the combined efforts of our staff, we consistently out produce our competitors, whether they are other commercial laundries or in-house operations. This success is contrary to in-house laundry operations. Plant efficiencies such as water reuse and heat reclamation are compromised from its inception. The specific expertise required to repair and maintain laundry equipment is not always available in the in-house engineering department and must be obtained from outside providers at considerable and often unbudgeted expense. The knowledge that is specific to laundry operations such as:

Basic laundry chemistry, grains of water hardness, productive pounds per operator hour, and percentage of moisture retention, is rarely evident in on-site laundry operations. Quantifiable productivity is rarely measured. Records of the actual tonnage produced are rarely kept. The true cost of in-house laundry is difficult to determine as the cost of space, cost of equipment, cost of infrastructure, equipment depreciation, engineering labor costs, parts, additional management and supervision, utilities i.e.: natural gas, electric, water, steam and water softening are rarely accounted accurately. The cost of the hourly rate of staff and the benefit load related to these costs are more expensive in larger corporations. These basic examples do not take into account the seasonal nature of mountain hotel operations, which further complicate matters in some cases by demanding complete department .