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Name: Emily Schneider
Title: Vice President of Franchise Development
Company: Tide Services (Cleaners & Laundromats)
Years in franchising: 6.5
Number of units: 283 units/228 brick & mortar
As vice president of franchise development, Emily Schneider is driving transformative growth across the Tide Cleaners and Tide Laundromat brands, redefining what’s possible in the garment care and essential services industries. Under her leadership, Tide Services has accelerated nationwide expansion with high-impact development in California, Florida, Texas, and the Midwest, pushing the combined system past 200 locations. Emily has led the brand’s strategic approach to acquisition and adaptive reuse, modernizing legacy dry cleaners and transforming them into technology-driven, community-centered hubs.
By fostering partnerships with sophisticated multi-unit operators and family offices, she’s built a scalable franchise model that blends local ownership with the power of Procter & Gamble’s trusted name. With a robust development pipeline, strong investor interest, and a clear vision for the future of fabric care, Emily is positioning Tide Services as the undisputed category leader and one of the most dynamic growth stories of 2026 and beyond.
What inspired you to pursue leadership in franchising/branding? I’m drawn to franchising because of its ability to create generational wealth and long-term opportunity for families. It’s also one of the most collaborative industries I’ve experienced; people are open, generous with insight, and genuinely invested in helping one another succeed. That spirit makes it exciting to be part of.
Can you share a defining moment that shaped your leadership style? About 18 months into my role at Tide, I brought an idea to our then-CEO, Katie Kool-Wray, for a strategic partnership pitch. She used her network to secure a meeting with the partner’s CEO. When the meeting began, their CEO turned to Katie and said, “So, what are you thinking?” Without hesitation, Katie responded, “This isn’t my meeting; it’s Emily’s,” and handed it over to me. That moment showed me what great leadership looks like: trust, advocacy, and making space for others at the table.
How has your personal background influenced the way you lead? I lead with honesty and transparency because that’s how real trust is built. I didn’t grow up with shortcuts, and I learned early that credibility is earned, especially when the truth is uncomfortable. The leaders who impacted me most were direct and open, and that’s the environment I strive to create: one where people feel respected, informed, and empowered to do their best work.
Who or what has most influenced your philosophy as a leader or changemaker? I believe in HOT leadership: honest, open, and transparent. My philosophy has been shaped by experience. I’ve seen ego-driven leadership that avoided hard conversations, and I’ve experienced leaders who championed me, pulled me into rooms I wasn’t “supposed” to be in, and believed in me before I fully believed in myself. Both shaped who I am and who I choose not to be.
What significant changes or innovations have you led within your brand? I helped shift our organization from reactive growth to intentional expansion, which has resulted in a record number of franchise signings over the past 28 months.
How did you implement those changes, and what results did they bring? I brought stakeholders along at every stage: strategy, process, and goal alignment. When people understand the “why” and see their role in the outcome, change becomes energizing rather than intimidating. As a result, we signed 236 units for development compared to just 18 units in the prior 28 months.
What role have you had in adopting new technologies, including AI? I’m thoughtful about where AI fits, especially in franchise sales where major investment decisions still require human connection. That said, I strongly advocate for AI as a productivity and efficiency tool. I use it to summarize complex materials, capture meeting insights, and pressure-test ideas by identifying risks or scenarios I may not have considered.
How do you identify when it’s time for a brand to evolve? When growth stagnates. A profitable franchisee is a growing franchisee, and growth across the system requires innovation. If growth slows, it’s often a signal that systems, offerings, or strategy need to evolve.
Have you led similar change initiatives at other brands? Tide is my first franchised brand, which has made the learning curve fast and incredibly rewarding.
How do you communicate change effectively to franchisees? I start with the “why” and lead with transparency. Purpose creates alignment, and transparency builds trust. We also engage our franchise advisory council early to gather feedback and ensure franchisees feel part of the process, not surprised by it.
What obstacles have you encountered while driving change, and how did you overcome them? The most common challenge is “We’ve always done it this way,” and it’s the most dangerous mindset in business. I emphasize that we can respect what got us here while remaining humble enough to know it won’t get us where we’re going next.
How do you maintain momentum when new ideas face resistance? If I’ve clearly articulated the “why” and resistance remains, I treat it as a signal to listen. Resistance often highlights a consideration we’ve missed. I maintain momentum by addressing concerns directly and encouraging candid, respectful conversations.
What lessons have you learned from an initiative that didn’t go as planned? Fail fast, talk openly about what worked and what didn’t, and apply the lessons immediately. Then move forward smarter.
How do you balance short-term pressures with long-term vision? By anchoring the organization to shared guiding principles and having the confidence to say no to projects, partnerships, or opportunities that don’t align with the long-term vision.
How do you build and motivate high-performing teams? By creating an environment where people can be authentic, feel supported, and see a future for themselves. When teams know you have their back, they take more ownership, think more creatively, and perform at a higher level.
What practices help you connect with employees and franchisees at every level? Focused, intentional time. I make it a priority to understand their business or role without distractions. When people know you’re fully present, trust and openness follow.
How do you build buy-in and bring others along when pushing for change? I identify key stakeholders early and meet with them one-on-one to understand their perspective. One of my go-to questions is, “If you could wave a magic wand, how would you do it?” Their input helps shape better solutions and stronger alignment.
How do you mentor or empower the next generation of leaders or changemakers? I’m open about my mistakes, my learning curve, and my nontraditional path. Growth doesn’t look the same for everyone. I enjoy meeting people where they are and helping them design a path forward that feels authentic to them.
What excites you most about the future of your brand or the industry? There is so much opportunity in our industry, and we are just getting started. On the consumer side, our Tide Laundromats are creating these clean, safe, and comfortable environments for our guests to do their laundry, which is something that is lacking in a lot of communities across America. Our Tide Cleaners brand delivers the most convenient out-of-home laundry and dry-cleaning experience through our 24/7 access and delivery services. For multi-unit operators, it can be a powerful diversification play and a way to balance their portfolio with a category that isn’t as volatile as food. With laundromats and dry cleaners being a very fragmented industry, it is ripe for consolidation.
How do you stay true to a brand’s core while still adapting for the future? By anchoring every decision to what the brand stands for. For Tide, that’s trust, superior clean, and dependability. Any innovation must reinforce that promise. For more than 75 years, if it’s got to be clean, it’s got to be Tide.
Where do you see the greatest opportunities for women in franchising? In multi-unit ownership and leadership. I love seeing more women building teams, creating wealth, and reshaping what franchise leadership looks like for the next generation.
If you could give one piece of advice to your younger self, what would it be? Understand the power of saying no. Every yes that doesn’t align with your values takes time and energy away from what truly matters.
What advice would you give to leaders who want to create lasting impact? Be relentlessly consistent; your values, behavior, and decisions should always align. That consistency is how real culture is built and sustained.