1. Can you please share with us your current position/job and profile of the organization you work for?
I am co-founder and general manager of Fornet International BV and Fornet NL BV. In June 2022 we launched the first Fornet store in Amsterdam as a joint venture with the management of Fornet Beijing. Since then, Fornet has validated the market in Europe by firmly establishing its position in Amsterdam. In October 2025 the 3rd store was acquired in preparation to launch the franchise proposition in Netherlands and beyond.
Fornet operates an omnichannel professional textile care model. We combine neighbourhood-based stores with pickup and delivery services, primarily by e-bike, to extend the service area of each location. Our services include wet and dry cleaning, wash & fold laundry, linen care, repairs and alterations, and shoe care. We focus mainly on consumers, complemented by a broad range of smaller-scale B2B customers.
2. In which countries and market sectors of Professional Textile Care did you gain experience?
My experience spans across many markets as I previously worked for CINET that operated in a network of 40+ countries. These last years I’ve naturally been most active in The Netherlands and China. Across these markets I have worked in wet and drycleaning, consumer laundry services, linen care, and repair-based textile services. This international exposure has helped us combine the operational discipline and scale seen in Asia with the strong customer focus and quality expectations typical of European markets.
3. Could you describe the most important characteristics and trends of the current PTC-market?
Convenience is the dominant trend. Our core customer target group increasingly lack the time to manage laundry themselves and expect professional services to fit seamlessly into their daily routines. Dressing habits are also changing. More casual and “shabby-chic” wardrobes are well suited for wet cleaning, which creates new opportunities beyond traditional dry cleaning.
Another important shift is the demand for a full wardrobe solution. Customers no longer see professional textile care as something reserved only for delicate or expensive garments. They expect care for everyday clothing, linens, shoes, and repairs within one integrated service model.
4. What are the most important success factors in today’s PTC markets?
First, building trust through consistency and high quality. Textile care is a repeat business, and trust is earned over time.
Second, creating value for customers through convenience and speed.
Third, enabling teams to be their best selves. Motivated and well-supported people are essential to consistently exceed customer expectations.
5. What are your organization’s objectives and why is your organization successful?
Our current objective is to build four to five Fornet stores in Amsterdam. This density allows us to explore the franchise path in the Netherlands with a proven model. In October 2025 we acquired our third store in Amsterdam, and a clear growth plan is now in place to reach this goal.
At the same time, we are discussing early-stage partnerships in other countries. The experience built up in China and now in Amsterdam provides strong blueprints for future international expansion. In parallel, we are developing an international version of Fornet’s T-system, an end-to-end software platform designed to operate and manage a modern textile care business. This system will support franchisees and will also be offered to the broader market as a white-label solution.
6. What are key issues to fulfil future demands of clients and PTC markets?
Customers expect a seamless user experience with automated process flows and transparency. They want the ability to indicate preferences, such as fabric softness, and to request flexible changes like express services for last-minute trips or events. Speed is a key factor in our business model.
At the same time, personal relationships remain essential. We deliberately keep our shops close to daily customer life and limit average processing volumes to around 200 pieces per shop per day. This allows us to maintain personal contact and trust. We then scale by replicating this model shop by shop, street by street, and community by community.
7. How important are sustainability and circularity for your current business performance?
Customers clearly value sustainability, but in most cases they are not willing to pay a premium for it. Nevertheless, we focus on sustainable solutions because we believe it is the right thing to do.
Our strongest sustainability driver is extending the lifetime of garments. Repairing items, removing stains, and using mild, specialized programs for each garment type make clothing last longer. This is easy for customers to understand and appreciate. In addition, over 40% of our team consists of people with a labour market disadvantage, and we are officially certified as a Social Firm by the Amsterdam municipality. This social focus has proven to be a driver for growth, bringing in key accounts and supporting tremendously in recruitment.
8. Do you see technical innovation as a key factor to enhance business performance?
Yes, absolutely. Technology is becoming as important as machinery. Our T-system integrates operations, customer communication, and data flows across the business. Future integrations with machinery and AI-driven features will further support operators by simplifying processes and reducing complexity.
9. What do you see as the most important innovations of today and the near future?
End-to-end digital platforms, AI-supported customer interaction, and data-driven process optimization are already transforming the industry. The next step is translating operational know-how into scalable digital tools that support both individual operators and larger networks.
10. How do you adapt your business model to changing market demands?
We believe in combining local presence with technology. Being close to customers allows us to build trust and offer speed and convenience. Technology enables efficiency, consistency, and scalability. This combination allows us to grow without losing the personal relationship that customers value.
11. Do you see attractive opportunities for smaller PTC-companies?
Yes, but only if they adapt. Smaller companies need to specialize, cooperate, or adopt scalable models such as franchising. Scale matters in areas like technology and logistics, but local presence and customer trust remain decisive success factors.
12. Why does the PTC industry not take more market share compared to domestic washing?
Habit is the main reason. Consumers are used to washing at home, and habits are difficult to break. However, wet cleaning, wash & fold, and linen care services create a real opportunity to change this. These services remove friction and make professional textile care relevant for everyday use.
13. What are major opportunities for the industry?
In the short term, the opportunity lies in modernizing an industry that is still often perceived as traditional and outdated. In the mid to long term, the key opportunity is taking market share from domestic washing machines. On average, converting just 1% of households in a store’s service area results in a highly attractive and scalable business model.
14. What do you see as major threats for the PTC industry?
The most significant challenge is the growing talent and skills gap. It is increasingly difficult to find and retain people who combine operational textile care skills with a modern, service-oriented mindset.
Technology plays a crucial role in addressing this challenge. By simplifying processes, supporting operators with software, and automating repetitive tasks, we can reduce dependency on scarce skills and make the work more accessible. In addition, modern branding and a clear purpose help attract a new generation of talent to the industry.
15–17. What should associations do and is cooperation beneficial?
Industry associations, such as CINET, are essential for exchanging ideas and enabling collaboration. If we jointly focus on solutions that convert even a small percentage of domestic washing to professional textile care, the entire industry benefits. Cooperation across the supply chain is therefore highly beneficial and we shouldn’t be too protective about competitive positions.
18. What is your key message to PTC colleagues?
Stay close to your customers, invest in people and technology, and focus on consistent execution. Step by step, we will win the hearts and minds of modern customers, and in doing so our industry will prosper. I look forward to continuing to exchange ideas with our friends and colleagues within the CINET network.
Bio
Leon Wennekes (37) studied Business Administration and has over 17 years of experience in Professional Textile Care. He is co-founder and general manager of Fornet International BV and Fornet NL BV and is based in Amsterdam.
