Presto Drycleaners’ Chan Weitian scrubs tradition, giving a fresh take on his family business

When Chan Weitian graduated from the Singapore Management University’s School of Information Systems, he seemed destined for a thriving career in tech. After starting as a software engineer in 2016, he founded OneThreeOneFour, a wedding photography platform connecting overseas photographers with clients worldwide. His career path appeared well laid out, far removed from the family dry cleaning business — Presto Drycleaners — his parents had run since 1992. 

But in 2017, when Presto needed a new direction, Chan found himself stepping into an unexpected role. “My journey into the family business wasn’t exactly planned,” he reflects. “There wasn’t a formal succession plan in place; it was more about the business requiring additional support and skills at the time. I stepped in to contribute and help the business move forward when the need arose.”

Chan quickly realised that the dry cleaning industry was not the tech-driven world he was used to. Far from the innovative environment of start-ups, it was steeped in tradition, reliant on manual processes, and resistant to change.

“Unlike more tech-savvy sectors, the drycleaning sector has traditionally been slow to adopt new technologies and modern practices,” he explains. The challenge before him wasn’t just about improving operations but also about dragging an old-school industry into the modern era.

Navigating tradition

The 34-year-old’s approach, however, wasn’t purely technical. He quickly introduced systems to streamline Presto’s operations — such as a notification system informing customers when their clothes were ready for collection or prompting feedback after home deliveries — but the bigger battle lay within the company itself. 

Presto’s workforce, with an average age of 50, had been doing things the same way for decades. Convincing them to change their ways of working wasn’t easy.

“Getting our employees to embrace new ways of doing things was tough,” he admits, describing the handover from the previous generation to his leadership as “turbulent”. “Communicating our vision and the need to change was especially important in getting them on board with the change.”

It wasn’t just about introducing new tools but about showing the staff the tangible benefits of the changes. “When they could see the improvements — both in their daily tasks and the business overall — they were more receptive to the new processes.”

His efforts paid off, with noticeable customer engagement and operational efficiency improvements. The introduction of payment reminders for home deliveries helped improve Presto’s accounts receivable standing, while the feedback system allowed the business to address customer needs more effectively. Chan quickly adds that modernising Presto wasn’t simply about improving processes but refreshing the company’s vision.

Under his leadership, the emphasis transitioned from mere endurance to long-term viability and innovation. His parents had founded Presto with a survivalist mindset, aiming to establish a foothold in a competitive industry. Chan, however, had different aspirations. “My parents were focused on ensuring the business could survive,” he says. “When I joined, the business was different, so my focus shifted to modernisation and growth.”

Adapting to consumer trends

Chan’s strategy for Presto includes sustainability, a growing priority for many businesses today. By its very nature, the dry cleaning industry relies heavily on single-use plastics to protect garments during transportation, and finding an eco-friendly alternative has proven elusive. 

“We’ve been looking into ways to reduce our environmental impact, but we’ve yet to find a solution for eliminating single-use plastics,” he admits. While the issue remains unresolved, sustainability remains central to his plans for Presto’s future.

At the same time, consumer behaviour is evolving. With remote work and casual dress codes becoming more widespread, traditional dry cleaning services are no longer in as high demand.

However, he has observed a new opportunity emerging: convenience. “There’s a growing demand for home delivery from young, well-heeled consumers who value their time,” he explains. In response, Presto has doubled down on its home delivery platform, catering to busy professionals and families who appreciate the ease of having their garments picked up and delivered to their doorstep.

A commitment to quality amid change

Amid all the technological upgrades and strategic changes, one attribute remains constant: Presto’s commitment to quality. “Delivering the highest standard of service has always been a cornerstone of our business,” Chan says. “My mum often says that we must take pride in what we do and always put our heart into our work.” This philosophy passed down from his parents, remains at the heart of Presto, even as Chan steers the company into the future.

Chan is determined to leverage technology to improve customer experiences and optimise operations. By integrating artificial intelligence and data analytics, he seeks to place Presto ahead of the curve in a fiercely competitive landscape.

However, technology alone isn’t enough. For Chan, whose wife works as the company’s human resources and finance director, Presto’s strength lies in balancing modern innovation with the traditions that have sustained the business for over three decades.

“Regarding legacy, I believe it’s not for me to define. It’s for others to speak about in the future,” he says. “I’m more concerned with making a positive impact in the present. The perspective that truly matters to me is that of my children. I hope to build a company they will be proud of, and that, to me, would be the most meaningful legacy of all.”