Kevin Matthews, Chief Operating Officer & President at Summit Wash Holdings, brings 20 years of automotive industry experience. From his humble beginnings in auto detailing as a teenager to his ascent through the ranks at Russell Speeders, his adeptness in team building, coupled with a focus on customer experience and operational efficiency, has consistently delivered results across multiple locations. His leadership is underscored by his role in spearheading innovative solutions, including the development and implementation of a customized operating software platform, which has revolutionized operations and upheld uniform standards throughout the company.
Background
In high school, I started a mobile detailing company. After college, I dove deeper into the car wash industry by working at a professional wash to understand the inner workings of the business. My goal was always clear: to branch out on my own. After two years of hard work, I was invited to become an operating partner for Russell Speeder’s, an industry leading car wash with beginnings in Connecticut, and open my own location.
The site we selected was in a part of town that had seen better days, but to me, it represented the perfect launchpad — an affordable location full of untapped potential. The risk was significant, as the location didn’t align with the brand’s established identity, but this turned out to be one of the best decisions. It gave me the freedom to shape the business into something uniquely mine. Empowered to run the site as if I were the owner, I introduced new ideas while staying grounded in the core principles our founder had embedded in the Russell Speeder’s culture since first opening doors in 1963. That experience became foundational to my leadership journey, sharpening my skills and deepening my commitment to building a business that could grow.
As I progressed, I focused on building strong, loyal teams, despite the challenges of operating with minimum wages. I went above and beyond for my team approaching leadership like a big brother rather than a boss. Some of those early team members are still with us today, leading teams of their own. I also brought that same mindset to customer service, always treating guests with respect, humor, and gratitude. Over the years, I expanded my reach and successfully led multiple locations, each time using the lessons learned to achieve greater success and witnessing the impact and the explosive power of teams built on the foundation of shared principles and culture.
By focusing on delivering additional value and adopting alternative sales approaches, we increased site sales significantly, and the success spread to multiple states. In Nebraska, we grew a single tunnel site from 22K to over 200K cars annually, and in New York, we did the same, scaling from 5K to over 200K cars. In Kansas City, we not only achieved exceptional sales but also built a team that delivered over 10K memberships within a few years of introducing the Unlimited Program, growing the site to 350K cars annually. Along the way, we developed an operating software platform that streamlined our systems and improved site performance by tracking checklists and expectations. This platform became a game-changer, allowing us to scale efficiently without the usual challenges associated with rapid growth. Today, this system allows Russell Speeder’s to build exceptional operators and continue expanding without compromising on quality or customer experience. The multiple hands in action…I experienced it firsthand and saw the impact on a daily basis.
As the Russell Speeder’s brand has grown so have I, so have our teams, so has our footprint, so have our brands — expanding to also include Waters Car Wash and Speeders — and so have our offerings. And while I have grown a lot, I am still true to myself and my core values as they continue to drive me personally and professionally. I have been truly fortunate to grow with the brand, but more importantly to grow alongside amazing teammates and humans.
What’s the Story?
We started scrappy, figuring things out in real time, wearing multiple hats, doing whatever it took to keep the wheels turning. But the true turning point came when we evolved into a fully built out organization with real corporate infrastructure. For the first time, we had specialized departments, experts in technology, HR, leadership and development, marketing, etc. and we were all working in sync to support our teammates. That shift changed everything. It gave us the ability to scale with intention and not just ambition. We could implement smarter systems, enforce even higher standards, and use real time data to identify trends and improve performance, without losing control or sacrificing culture. That was the moment I realized we weren’t just growing anymore, we were building something sustainable, something scalable, and something truly special.
Company Vision
While I did not start Summit Wash Holdings, I am extremely proud to be a part of it. For me it’s always been about — Starting with people. Staying with people. Finishing with people. I will never stray from this mindset. It has taken me from humble beginnings and from before the start of my career to where I am today.
Company Values
At Summit Wash Holdings, and on site at all of our Russell Speeder’s, Speeders and Waters Car Wash locations, we practice what we preach throughout all levels of our organization. I don’t care about titles. I care about presence. You’ll never see me walk past a car in the lot without smiling and waving to a guest. If someone’s in the weeds, I jump in. I shake my head when I visit businesses and see managers scrolling on tablets while their team struggles. That’s not leadership. That’s hiding.
If you care more about your bonus than your people, you’re not leading — you’re managing. And that’s a different job entirely. The frontline associates are the heroes of this company. They’re the heartbeat. The brand lives and dies with them.
Do you have a “number one principle” that guides you through the ups and downs of running a business? Start with people. Stay with people. Finish with people. Few words, strong intention and a driving force behind all of my decisions in business…and in life.
When the Going Gets Tough
Early in my journey, the hardest challenge was balancing the demands of building a business with being present for my family. I had my son as a teenager, and from day one, I knew I was up against the odds. There was no safety net, no time for excuses. I had to outwork every obstacle to create an opportunity for him. When I was launching new sites, it was an all in consuming effort. I was on the ground nonstop training teams, solving problems, doing whatever it took to keep things running and growing. It required night and day sacrifice, and that came at the expense of precious time with my family. I’d leave before the sun came up and get home long after my son was asleep. Those moments were heavy. There were nights I questioned whether I could keep going or if it was even worth it. But the answer always came back to “why”. I wasn’t just building a business; I was building a future. That purpose gave me the fuel to keep pushing. I knew that if I could make it through these tough times, I could give my family something more, a life filled with choices, stability, and pride in how we got there. That belief never let me quit.
Grateful
I am honored to be in this industry and full of gratitude for having been in it for my entire career. In high school, I started a mobile detailing company. After college, I dove deeper into the car wash industry by working at a professional wash to understand the inner workings of the business. My goal was always clear: to branch out on my own. A mentor’s advice, “You only have two hands,” kept surfacing, and I soon understood that in order to succeed, I needed to find a way to multiply those hands by building the kind of “all-in” team that Coach Limongi built. That realization led me to a pivotal opportunity at Russell Speeder’s, where after two years of hard work, I was invited to become an operating partner and open my own location.
Today, we have 80+ locations represented by our three brands (Russell Speeder’s, Speeders, Waters Car Wash) with operations in Connecticut, New York, New Jersey, Nebraska, Missouri, and Florida and our growth trajectory sets the stage for even greater ambitions. We have the right team in place to accomplish all of our goals while continuing to exceed customer expectations.
Five Most Important Things
Here are four things our Summit Wash Holdings leadership team practices and that anyone reading this can do, whether you’re running a company of 10,000 or a team of two. I think all of these are necessary regardless of what type of business, service-based or not. After all, we are all in the people business
- Know their story. Ask your people about their life outside of work. Know their dog’s name, their kid’s birthday, their dream vacation. When people feel seen, they show up differently.
- Be the first in and last to leave — when it matters. Not every day. But on the hard days. Be in the trenches. Presence matters more than policy.
- Celebrate small wins like they are championships. We recognize our associates that go above and beyond for our guests with exceptional service awards, host team dinners to celebrate milestones and callout teammates who support one another. You don’t need to wait for an IPO to celebrate progress.
- Human-First Hustle. Strategy is important. But culture? Culture is the core. It’s what carries us through change, pressure, and growth. It’s the difference between building something functional and building something meaningful.
A few bonus thoughts….
- If you care more about your bonus than your people, you’re not leading — you’re managing. And that’s a different job entirely.
- The frontline associates are the heroes of this company. They’re the heartbeat. The brand lives and dies with them.
- Your customers can feel everything…the truth no one wants to say. They feel when your team is stressed. They feel when the vibe is off. They feel when no one cares…and they go somewhere else.
Who helped along the way?
Coach Paul Limongi. I was a defensive lineman in high school with our defensive line coach, Coach Paul Limongi…he was the kind of guy who could stare down a hurricane. Military pendant around his neck. Very intense and a straight shooter. But man, he had a heart the size of Texas.
He’d push us to our limits, no question. But what set him apart was how deeply he knew us. He knew whose parents were going through a divorce. Who had a tough time in math class. Who lit up when talking about cars or music. Coach Limongi was the first person who made me believe that leadership isn’t about commanding — it’s about connecting.
He could drop the hammer when needed, but he also cried during senior night speeches. That contradiction — the one between tough love and total care — is something I carry with me every day. Coach Limongi built an incredible, sustaining team, and taught me and my teammates that we mattered. To him, and to each other.
Start a Movement?
If I could start a movement to bring the greatest good to the greatest number of people, it would be called “Lead from the 50-Yard Line.” This movement would challenge leaders at every level to step off the sidelines and into the trenches with their teams. Not to manage from above, but to lead alongside. At Summit Wash Holdings, we use the phrase “the 50-yard line” to remind ourselves that real leadership is about presence, not position. It’s about choosing connection over control, empathy over ego, and people over process. “Lead from the 50-Yard Line” would inspire organizations to rehumanize leadership by seeing their frontline associates not as a cost center or a number, but as the heartbeat of their brand. It would start with asking better questions… Do you know your team’s story? Their struggles? Their aspirations? What motivates each of them?
Source: Authority Magazine
