NYC laundromat with ‘affluent clientele' drags pizza joint next door to court over odor
A Chelsea laundromat claims its stinky neighbor is costing it plenty of dough.
Laundry Project 23 on West 23rd Street handles 'a large volume of high-end clothing items belonging to affluent clientele' and rakes in $100,000 a month, but says the recent opening of Pizza Studio has upended its business.
Since the pizza shop 'began testing and operating their pizza oven, the odors and fumes have been entering our laundromat premises, contaminating the air and clinging to customers' clothing,' owner Dong Hong Choi said in a Manhattan Supreme Court lawsuit.
'Clothes hanging on the rack and bags of cleaned clothes quickly absorb odors when exposed to the smell,' the company claimed.
The business said it suffered 'contamination of customer property, disruption of its business operations, loss of customer trust, reputational harm, and exposure to significant financial liability due to potential customer claims.'
The situation has gotten so crusty the laundromat is demanding their next door neighbor shut down.
They want a judge to bar Pizza Studio 'from operating its pizza oven and conducting any cookingoperations that emit odors into Plaintiff's premises,' Laundry Project 23 said in court papers.
Choi previously demanded a sitdown with Pizza Studio and the landlord as soon as he 'was informed that a duct for their pizza oven would pass through the ceiling area shared with our laundromat,' he said in court papers.
The Pizza Studio allegedly agreed to take responsibility for any issues — then allegedly failed to ensure the ductwork it created for its shop was fully sealed, allowing odors to 'infiltrate' the laundromat.
And there's been a domino effect — the pizza place also leaves its front door open when cooking, making odors even worse, Laundry Project 23 claimed.
The odiferous situation is 'unreasonable under the circumstances, especially considering that simple, reasonable steps – such as properly sealing ductwork, installing odor mitigation systems, and closing the doors during pizza oven operation – could have prevented the harm substantially,' the laundromat insisted in legal papers.
Pizza Studio did not immediately respond to a message seeking comment.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Fast Company
19 minutes ago
- Fast Company
High-performing teams all have this one thing in common
As a manager, it's easy to get caught up in the day-to-day grind of fixing processes, eliminating bottlenecks, and streamlining workflows. We focus on reducing friction—the things that get in the way of people doing their best work. And sure, that's important. But here's the thing: Reducing fear is just as, if not more, important. A comprehensive two-year study by Google identified psychological safety as the most important factor in high-performing teams. This environment allows team members to take risks and be vulnerable without fear of negative consequences. Harvard Business School professor Amy C. Edmondson emphasizes that psychological safety enables employees to speak up, make mistakes, and learn from them, which is essential for innovation and growth. Let's face it. The best processes in the world won't help much if your team is afraid to speak up, take risks, or challenge the status quo. Fear can stunt creativity, shut down communication, and make people avoid the very risks that lead to growth. So, as leaders, we need to think beyond just fixing processes. We need to also focus on creating an environment where people feel safe and confident enough to act—even if it means making a mistake along the way. Why Fear Matters More Than You Think Fear is a powerful force. It can make people double-check their work, avoid taking risks, and be extra cautious. But when fear becomes the driving force behind decisions, it also leads to silence. When people are afraid to speak up, they hold back good ideas, overlook problems, and avoid making necessary changes. Neuroscience backs this up. When we experience fear, our brains go into 'fight or flight' mode, which limits our ability to think clearly and make rational decisions. When we're scared, we become reactive instead of proactive. This is why a culture of fear isn't just uncomfortable—it's downright unproductive. As a leader, it's your job to create a culture where people feel safe to speak up, ask questions, and challenge the status quo. That's why reducing fear should go hand in hand with reducing friction. Fixing Processes Doesn't Fix Everything Let's look at a real-world example: the United States Postal Service. In the early 2000s, the USPS faced a significant drop in productivity, rising operational costs, and declining employee morale. To address these issues, management introduced new technology, upgraded processes, and streamlined workflows to improve efficiency and reduce errors. They invested in automated sorting systems and revamped scheduling to make operations run more smoothly. However, despite these process improvements, the results weren't as dramatic as expected. Productivity wasn't increasing, and employees still seemed disengaged. The reason? Fear was still very much present in the workplace. Employees were afraid to speak up or share concerns about the new processes. If workers noticed something wrong with the new systems or had ideas to improve efficiency, they didn't feel comfortable offering suggestions or challenging the way things were done. This is a perfect example of how reducing friction—by fixing processes—didn't have the full impact it could have had because fear was still holding back the team. How could USPS have tackled both issues at once? They could have started by actively working to reduce fear within the organization. Management needed to create an environment where employees felt safe to make mistakes, raise issues, and offer constructive feedback. Employees who feel safe and supported are more likely to speak up when something's not working and more likely to suggest creative solutions. They become partners in progress rather than passive participants. Balancing Both: Reducing Friction and Fear SEB, a Nordic financial services group, implemented a five-month training program focusing on psychological safety and perspective-taking for its investment banking leadership team. This initiative aimed to overcome transformation challenges and foster open communication. As a result, the team achieved revenues 25% above their annual targets in a strategically important market segment. A multi-industry case study followed businesses whose team members were hesitant to voice concerns. All participants implemented psychological safety workshops emphasizing active listening and constructive feedback. This initiative led to improved conflict resolution, enhanced communication, and increased productivity, positively impacting the company's bottom line. To be an effective leader, you can't just focus on fixing processes. That's a quick fix, but it doesn't address the deeper issues that impact team dynamics. Reducing friction is important, yes. But reducing fear is essential if you want to create a truly high-performing, innovative, and engaged team. Simon Brown, global learning and development leader at EY, has spent years building critical skills and behaviors in high-performing teams. He shares: 'You can't automate courage. While systems help things run smoothly, it's the culture that inspires people to run toward challenges instead of away from them.' Real-world application So, what does this balance look like in practice? • Reduce friction: Simplify workflows, cut out unnecessary steps, and ensure your team has the tools and resources they need to do their jobs efficiently. • Reduce fear: Foster a culture of psychological safety, where mistakes are treated as learning opportunities, where feedback is welcomed (not feared), and where team members feel confident enough to take risks and innovate. • You/me/we: Adopt a decision-making framework that defines what decisions employees can make on their own without fear or reprisal. This cuts down on back-and-forth decision-making bottlenecks and helps people feel more empowered in their roles. • Model a hands-off approach: Is your leadership decreasing the number of mandatory meetings but still attending themselves? Making outdated rules 'optional' instead of obsolete? Without buy-in from the top, team members will be too afraid to take action on simplification initiatives that can free up time and decrease unnecessary mental distress. Leadership isn't just about improving processes—it's about improving people's ability to act within those processes. If you want your team to truly thrive, you've got to focus on both reducing friction and reducing fear. When you do, you'll create an environment where people feel empowered to make decisions, try new things, and speak up when something's not working. That's when the real magic happens.


New York Times
20 minutes ago
- New York Times
Mateo Kovacic to have surgery on Achilles injury, expected to miss around three months
Manchester City midfielder Mateo Kovacic has undergone surgery for an Achilles injury and is expected to be sidelined for around three months, according to Croatia national team head coach Zlatko Dalic. Kovacic is set to miss City's Club World Cup campaign, which begins on June 18 against Moroccan side Wydad AC. City's other Group E opponents are Abu-Dhabi based Al Ain and Serie A's Juventus. Advertisement City confirmed on Monday morning that Kovacic has undergone an operation on his Achilles. 'Mateo will spend the summer rehabilitating from the operation and everyone at the club wishes him a speedy recovery,' a club statement read. Dalic also said that the injury caused the 31-year-old to miss last month's FA Cup final. Crystal Palace beat City 1-0 on May 17 as the south London club won their first ever major trophy. Kovacic was not included in the Croatia squad for upcoming World Cup qualifiers against Gibraltar on June 6 and the Czech Republic on June 9. 'Mateo has been suffering from an injury for some time, which is why he missed the FA Cup final against Manchester City,' said Dalic. 'It's a heel tendon. In agreement with the club doctors, he decided to have surgery, and he should be out for about three months.' Kovacic featured regularly under Pep Guardiola this season, making 42 appearances in all competitions and scoring seven goals. He has played 88 times for the club since joining from Chelsea in June 2023 for an initial fee of £25million, plus £5million in add-ons. After beginning his career at Dinamo Zagreb in Croatia, Kovacic moved to Real Madrid in 2013, where he won the Champions League three times and also lifted the La Liga trophy. He signed for Chelsea on loan in August 2018 and joined permanently the following year, and won his fourth Champions League in 2021. Kovacic made his Croatia debut in 2013 and has been capped 110 times by the team, helping the side reach the final of the 2018 World Cup, where they were defeated 4-2 by France. ()


Forbes
20 minutes ago
- Forbes
Money Market Interest Rates Today: June 2, 2025 - Rates At 4.89%
The current average money market rate is 0.53%, while the highest rate is up to 4.89%, according to Curinos. Here are today's money market account rates: A money market account, or MMA, is an interest-bearing deposit account you can open at a bank or credit union. These are insured up to $250,000 per depositor by the Federal Deposit Insurance Corp. (FDIC) at banks, or the National Credit Union Administration (NCUA) at credit unions. The insurance protects your balance if your bank fails. As with other savings accounts, your money in an MMA will grow as it earns interest, and you can add or withdraw funds at any time. You may also be able to write checks or use a debit card. However, depending on the bank, you could be limited to six transactions per statement period. Money market accounts may offer higher interest rates than typical savings accounts. In exchange, they often require higher minimum deposits and balances. Before opening a money market account, look into at least a few options with different banks or credit unions. Compare minimum balance requirements, monthly fees, withdrawal limits and annual percentage yields (APYs) to choose the best fit. Also, check out the conditions to earn the highest interest rates. You can typically apply for a money market account online or in person. You will need to provide personal information such as your name, employment status and income, address and Social Security number, and show a government-issued ID. Once you're approved, you can make your initial deposit. Money market accounts act like a hybrid between savings accounts and a checking account. Both MMAs and savings accounts: Similar to checking accounts and unlike most savings, money market accounts: Money market rates are variable and can change when economic conditions change, such as when the Federal Reserve alters interest rates or due to circumstances at a specific bank. There is no set schedule for when or by how much MMA rates change, so be on the lookout for notifications from your financial institution. Banks set money market account rates. The specific rate offered by an institution reflects the general interest rate environment and the bank's economics. For instance, a new online-only financial institution may offer a high rate to gain customers, whereas an established bank could count on generations of depositors. You can use a money market account calculator to see how much interest you'll earn. The amount of interest you earn is determined by the principal amount you deposit, the interest rate offered by your bank and the amount of time you save.