hen questioned about the things that satisfy most employees, they will typically list items tied into compensation, such as their salary, bonuses, and access to quality health insurance.

Workable, a job recruiting site, conducted a survey that found the top motivator for employees is compensation. “While factors like fresh challenges and work flexibility matter, compensation remains the top attractor and area for improvement in current jobs, underscoring its importance in employee satisfaction.”

In fact, 63 percent of respondents say compensation, which includes bonuses, is the most important thing that will keep them at their job.

Christina Rita, COO of StoragePRO Management, Inc., in Walnut Creek, Calif., says her company understands the importance of compensation. “We like to do a pay survey to ensure we are where we should be when it comes to compensation,” she says. “We look at both internally and externally.”

USG employees meet once a month on video conference, which allows area managers and training managers to address issues overall. The employees also have an opportunity to talk to one another about issues. Additionally, employees meet once a year for an in-person conference.

Mixon talked to one facility employee who hadn’t seen an owner in three years. “No feedback from them, no raises, nothing,” she says. “I know many people are afraid of talking to their employees, giving them feedback, as they’re afraid their manager may quit, but if you don’t address things, they will just keep getting worse.”

The first step in reviewing your employees and giving pay raises is ensuring everyone understands your expectations of them. “We set a wide criterion for expectations; everyone needs to know the expectations and that they’re all on the same playing field,” says Jay Catrib, director of business support for Pogoda Management Company in Farmington Hills, Mich. “You can’t base salary on seniority or if you like them. We use best practices.”

Lou Barnholdt, vice president of sales and development for Universal Storage Group, says their annual reviews are conducted at the same time each year. “Our area managers start working on annual reviews in February and March, and if there is a pay increase, it takes effect in April,” she says. “We make sure there is clear communication and provide feedback.”

USG’s goals include:

• Meeting or exceeding income expectations for the property
• PMG (Personal Marketing Goals)
• Google Reviews
• Reporting in on time and accurately
• Complying with the six company core values

StoragePRO’s are goal driven as well. “We previously gave them a rating one to five in their reviews, but we found that really wasn’t efficient in addressing the goals we have,” says Rita. “We now focus on three or four smart goals for each person.”

Natolie Ochi, president of SKS Management LLC in Pleasanton, Calif., says they broach reviews in a more non-conventional manner. “We used to do formal reviews, but that is now seen as out of fashion,” she says. “We prefer to do casual check-ins. We have them write about themselves and what they would like to learn. If we coach it that way, it makes it less stressful.”

It also helps the company learn more about their employees. “Through that process we learned one of our managers was working on an accounting degree; now they are working in our accounting department,” Ochi says, adding that 47 percent of their employees have been with the company more than 16 years.

When you conduct the review, most of our industry experts agree you should:

• Have the employee review themselves prior to the review. This allows them to self-evaluate and help identify improvement measures.
• Meet in person, if possible.
• Document the exchange in writing.
• If there are elements that can be improved, make sure you line those issues out with the employee and they understand the expectations as well as the timeline in which to correct the issue(s).
• End the exchange with clear direction and making note of what they are doing right.

In the early days, USG gave their managers a $10 bonus per lease, but it is now tied into a budget and monthly revenue. “We give our managers a workbook, and they can track their progress for making their bonus throughout the month,” says Johnson. “There is no guessing. You must make it easy to understand. If you don’t, they will just give up.”

Pogoda’s employee bonuses are based on goals set by the company each year. “Our bonuses give our employees a piece of the pie,” says Catrib.

Indeed, it’s important to make employees feel like they have ownership in the business. “Employees have to feel empowerment in their jobs as well as that they’re appreciated,” Ochi says, adding that employees at her company receive quarterly and annual bonuses. “The quarterly bonuses are for immediate gratification; many younger people expect immediate gratification. There are some companies even doing bonuses weekly.”

Bonuses don’t necessarily have to be cash. “I will give managers a budget to spend to buy the office pizza if they’re doing a good job,” says Ochi. “We even did those butterfly cakes where butterflies come out of the box. Anything to show we appreciate them.”

• Send an area manager to the property to role play scenarios with the manager.
• Set up special training based on the manager’s preferred method of learning.
• Pair the employee with a mentor. Sometimes managers learn better through networking with a mentor who is on the same level.
• If you are a small company, take advantage of state association programs, as well as their mentoring programs.

Despite utilizing various methods for increasing salaries and giving bonuses, these industry experts agree on two fundamentals: Employees should always be aware of the employment expectations, and bonus structures must be easy to understand.

hroughout history, there have always been phrases used to describe synchronicities. “Things happen for a reason,” often brings comfort to people going through hardships. “Trust in the process.” Or, in the words of painter Bob Ross, “There are no mistakes, just happy accidents.”

Lolita Bader’s story is an example of how life can guide you one way for reasons you never expected. It’s also a testament to how we don’t have to pigeonhole ourselves into an industry just because it’s what we’ve always done.

She majored in English, thinking she’d become a teacher. But she met her first husband, got married, and had her first daughter. “We lived in Houma for a couple of years, then moved to Texas when I was 21.” The move was prompted by her husband’s job. She had her second daughter at 28 while living in Corpus Christi. It was around this time that she decided to finish her degree, so she enrolled in Del Mar College.

They became best friends and complemented each other so well that they decided to get married in 1995. Within two years, she ended her 12-year insurance career and joined the storage business full time. This would be the beginning of a strong partnership.

In 1998, they joined the Texas Self Storage Association (TSSA). “In 2000, I became an at-large board member. Over the course of the next 12 years, I worked on almost every committee, as well as becoming secretary, vice president, and president,” says Lolita.

She traveled throughout the state with other board leaders. Together, they’d teach seminars to new facility owners, developers, and managers on how to run a successful facility while complying with all relevant laws.

This taught her the ability to connect with an audience. “I would start by asking people to share some of the weirdest experiences they’ve had in the industry,” she says. “Several hands would go up, and soon enough, we’d all be laughing. It was a great way to set the mood.”

This was a time she remembers fondly. “We met some amazing people,” she adds, “and I truly enjoyed every minute of it.”

She’s also impressed by how well honeybees work together. “The queen, the drone, and the workers all work together as one single organism, and the queen and drone can’t survive without the workers.” Honey is also something that goes hand in hand with her faith. “The land of milk and honey is also mentioned in The Bible,” she says.

They both studied hard and passed their tests to become Advanced Master Beekeepers. Her enthusiasm is a strong reminder of always doing what you love, and that just because the bulk of your experience is in one area, it doesn’t mean you can’t venture into a completely unrelated one.

Once they were able to obtain a special Agricultural Valuation for Beekeeping on their property, they started BeePeaceful Colony Management (beepeaceful.com) to help others learn about the importance of bees while lowering their property tax.

If you’re coming in as a manager, she stresses the importance of doing walkthroughs of the facilities, looking at them as if you were a tenant. “What are the things you could improve upon? What are the pluses?”

Moreover, never assume that a new facility is run like your previous one. “Learn about this new place,” she says. “If the new owner wants to know about how things were done at your previous place, then bring it up. It’s hard to unlearn something, but the new owner’s different.”

Most importantly, don’t let issues fester. “A lot of problems are either due to miscommunications or no communication at all,” she adds.

She’s also very close to her other sister, who’s in her mid-80s. “Last year, she wanted to go to Israel with a church group, and I went with her because I wanted to make sure she’d be OK. We made the most wonderful memories, and I wouldn’t trade that for the world.”

Lolita and Joe have been married and worked together for more than 29 years. They have traveled all over, but their favorite sites are the ones with family. They have been abundantly blessed with three daughters, seven grandchildren, and four great grandchildren. Just recently, they found out there will be two more great grandchildren joining their lives in early 2025. In her words, “God is good!”

ith over 100 years of excellence in technology solutions globally and just a little over two years working within the self-storage industry in America, Vantiva has created an all-in-one platform and many solutions for problems self-storage operators have been struggling with for years.

Thomas Grant, vice president of IoT sales at Vantiva, who has been working in the technology realm for the past 25 years, with a focus on multifamily technology solutions, joined the company in their new endeavor to bring superior technological solutions to the self-storage space. “This is a new area for me,” he says. “I think it’s exciting and interesting [to realize] both the similarities and the differences in the industries.”

Working within the self-storage sector, he has found the industry to be a fascinating and perfect match for his experience. “The industry is almost a mix of retail and multifamily. There’s this aspect of having web or walk-up traffic coming to you, and you must try to convert it into a rental. That’s very retail-esque in terms of [the industry’s] approach. I have worked with some operators in the past year that analyze traffic and try to understand customers’ behavior,” he says. “But there is also the multifamily kind of property management approach, for instance when handling leases, getting folks to lease, how to manage rent increases, and all of the pieces that come along with managing a rental property tie into this with, of course, some unique aspects to it.”

“I feel like the space is on the cusp of making that leap in a very aggressive and meaningful way into technology,” he says, “the same way that multifamily did like 10 years ago. Technology has the opportunity to transform this industry, not only for the operators and owners of these facilities but [also] for their renters and customers alike, especially as we start to see demographics in the millennial and Gen Z groups, as they are very comfortable with and expect technology. So, it is incoming upon anybody serving those demographics to offer solutions that meet those expectations and needs.”

Thinking of that, the company recently released a fully integrated camera called Vantiva Peek, their new effort in furthering smart units in the self-storage business that allows customers of self-storage facilities to take a quick look into their units and belongings whenever they want directly from an app on their phones. The product came to be after a self-conducted survey found customers mostly stopped by facilities to check on their stuff, instead of bringing in more items or picking them up. “The idea [for the product] came from a home automation background,” he says, “and thinking about how people think about their belongings overall. Self-storage, from our perspective, is an extension of our homes. As homes continue to get smaller, and our belongings seem to increase, it creates the situation of being cramped for space. This means the things being put into self-storage are meaningful, not junk. They are either valuable monetarily or sentimentally, and people want to make sure they are secure, and that they can keep an eye on them.”

Since its release in July earlier this year, the Vantiva Peek has had an overwhelming response. The market seems incredibly excited, but this doesn’t come as a surprise, as the product is equipped with motion detection, night vision, two-plus years battery life, a built-in magnet for mounting, and configurable image capturing, as well as temperature and humidity sensors. The latter comes with a setup that allows facilities the ability to not disclose the information with customers, avoiding a situation of consternation and concern while still providing a handy service that gives the facility the ability to spot mold and infiltration before it becomes a problem.

Grant goes on to say, “What we are learning in the [self-storage] space is that different operators have different objectives; and while all of them are valid cases for our solution overall, they start from different points. At some point, they might end up with the same types of solutions, but we want to make sure we are designing a system that meets the needs of the operators at the point and time in which they need it.”

While Vantiva provides a hassle-free, all-in-one platform to businesses that can evolve as they grow with the intent of a more technological self-storage industry tomorrow, Grant mentions that many companies are still at the starting line, and the most common solution for most facilities looking to develop technologically is site-wide connectivity.

“It’s foundational. You have to connect to do reporting and analytics,” he says. “It’s a means to a larger end, which ultimately is the company’s objective, whether it is energy management concerns, predictive maintenance, or enhancing safety and security.”

his year’s facility of the year winner, DXD Bristol, is part of a larger portfolio of self-storage facilities across the country. DXD.Capital (DXD) looks for the best self-storage development and acquisition opportunities by closely studying data on supply and demand, costs, locations, and competitors using a suite of proprietary technology.

Messenger’s 2024 Facility of the Year overall winner is DXD’s Bristol, R.I., location. And once you read about how they came to be in the first place, you’ll understand why. One thing that makes this facility stand out was DXD’s unique commitment to the local community; they have served not just the requirements of their investors but also the needs of the local community through both the design of the facility and the construction of a daycare center that supports the wellbeing of families in the area.

They’re also an exemplary testimony of how sometimes, when an opportunity presents itself, it’s wise to pivot and do something that was completely unplanned. In fact, it may turn out to be much better than the original idea.

Spoiler alert: This is a feel-good story that will make you proud of the industry and the good, kind-hearted people who are a common element in many self-storage businesses.

Specifically, Sylvester was looking for accurate data on upcoming supply and the active development pipeline as well as current rental rates at existing facilities. Since none was available, he co-founded a platform that could gather all this information and organize it in a centralized location. This is how Radius+ was born. “We’d create the data, sell it, and provide it to the industry,” says Sylvester.

Radius+ aggregated data that hadn’t existed in the industry for all locations in the United States and Canada. The Radius+ platform aggregated where self-storage facilities were located, their sizing, pricing information, a facility’s competitors, and demographics and housing data. This data helped many in the industry make more sound investment decisions about where and when to build or buy self-storage facilities.

Sylvester and Dolan founded DXD in 2020 with the thesis that using data and building a proprietary platform would allow DXD to evaluate investment opportunities at an unprecedented scale and be highly selective about the investments DXD would pursue. As part of DXD’s first fund, they identified that the demand for self-storage in Bristol far exceeded the available space and that, while population density was small, the true trade area was much wider due to the lack of supply. This was due in some part to the many coastal homes with little to no storage and a skyrocketing number of seasonal residents during summer. In addition, students at nearby Roger Williams University needed short-term storage for their belongings when the dorms closed down for the summer. They also had the benefit of Managing Director of Construction Scott Hughes living there and understanding the value of this niche market.

Understanding this concern, DXD decided to incorporate the same elements into the building and to ensure that its landscaping is always well manicured. It took DXD two years to get it all done, but DXD Bristol now looks like one of the many residential building complexes in the area, instead of a commercial self-storage facility.

“The neighbors are happy with what we built,” says Sylvester. “It’s a really good outcome for everybody involved, and there were really no dissenters in the process of planning and building the facility once they were aware of how we would approach the construction of it.”

Once they got the green light to proceed with the development of their project, they were faced with another hurdle: One of the original buildings on the development site had been home to a local daycare center that had been a staple of the neighborhood for three decades. The easiest thing to do would have been to just wait for the center’s leasing agreement to come to an end. However, DXD recognized the value of such a service for the local community, and they wanted to have a good relationship with their neighbors.

“It wasn’t a requirement for us to keep the daycare,” says Sylvester. “But as a general principle of being decent human beings, we didn’t want to demolish it as collateral damage to the community. We approached it as ‘How can we keep the daycare in existence?’”

“Going from a run-down daycare to a brand-new facility has improved both the kids’ and the parents’ experience,” Sylvester says. “We really were able to thread that needle without creating any friction along the way. It’s really been a good outcome for everybody involved, and it put the kids in a much healthier and safer environment.”

As if those first two challenges weren’t enough, local ordinances also required a significantly higher number of parking spaces than what DXD needed for self-storage. DXD worked out a solution with the town called land banking parking spaces, which means some of the landscape is available for parking, as opposed to building an oversized and underutilized parking lot.

“The town had a misconception about the number of parking spaces a facility of this size would need,” Sylvester says. “But we showed them evidence of what’s normally required for self-storage, due to the low traffic of this business model. Luckily, they consented to that view.”

With this final zoning board approval, DXD was able to finalize construction and development and open their doors for business in June of this year.

It’s been a formula that has served them well in all their locations. “We started during the COVID pandemic,” Sylvester says. “While we have a couple of central hubs, overall, it’s a very decentralized team. So, we focus on a lot of communication, training feedback, and frequent get-togethers to maintain camaraderie and a sense of working as a cohesive unit.”

DXD also fosters creativity and personal autonomy among their team, since they recognize that these factors are crucial in keeping good workers long term.

Making sure that their team has everything they need at any given moment has also been instrumental in providing an outstanding experience for DXD Bristol’s tenants. “We keep our location in pristine condition at all times,” states Sylvester. “We spend a lot of time making sure that there’s no downtime in services and that if there are any issues reported that they are addressed immediately.”

Since New England winters are not always mild, the Bristol team makes sure that the parking lots and entrances remain plowed to ensure easy, year-round access for tenants.

Sylvester explains that they’re aware that rates are a moving target. “While this is true, if you’re conservative in other aspects, you can hedge that uncertainty,” he says. “We sometimes underwrite a longer lease-up to ensure that we don’t run into any unforeseen financial issues because of aggressive projections.”

As for marketing, they stick with typical top-of-the-funnel search engine optimization (SEO) to attract customers. They also set up banners in local community events, such as the Bristol 4^th of July parade. “Nothing extraordinary, but we’ve still found great success with what we’re doing,” says Sylvester.

When it comes to their product offerings, they’ve stuck with what works, instead of embellishing it with unnecessary bells and whistles. While there’s certainly a time and place for that, DXD Bristol hasn’t found the need to include them in their self-storage offerings. “We make it easy for tenants to rent storage space by making online bookings,” says Sylvester, “and we have modern access control systems, but we haven’t found the need to use any specialized electronics for the units themselves.”

DXD Bristol offers access to units during regular business hours since most people don’t need to rummage through their stored belongings at 2 a.m. “What we have done has worked well, and our tenants are happy with it,” he says.

This model of developing beautiful, cutting-edge locations has now become the standard. “The quality of the product has evolved, so the interest in the product has grown to not just a niche product but as a central part of what large capital providers want to be a part of,” he adds. This creates more demand for what DXD does. “It also creates a better end product for the customers themselves and a more suitable product for the neighborhoods they sit in.”

“The daycare didn’t play into the financial outcome of the facility, but it’s the right way to do business,” Sylvester says. It also lets them showcase that DXD is not driven exclusively by profits at the expense of the environment they will share with others. As Sylvester tells us, the experience gave them the opportunity to showcase what DXD is about. “We’re in business to make money for our investors and build successful projects, but at our core, we have several principles that we don’t waver from. I think that Bristol is a great example of how we were able to accomplish all that.”

This is why they thoroughly deserve the title of 2024 Overall Facility of the Year. We’re sure all members of the Bristol community, especially the parents whose children attend the daycare center, agree!

or 20 years, Mike Phillips idly flipped through self-storage periodicals and industry magazines that showed up on his desk as a general contractor and developer. The world of storage piqued his interest, but he never found just the right opportunity to take a leap into the fray. A few years ago, Opportunity Zones were instituted to encourage investment into areas in need of revitalization.

“It incentivized reinvesting gains from a property sale into these areas, something my brother and I had just done,” says Mike Phillips of Tiger Storage in Anderson, S.C. “I found this piece of property I thought was perfect for storage and building. You don’t want to build in an Opportunity Zone just for the fact that it is in an Opportunity Zone. It still needs to meet all the other metrics: good traffic count, number of households around the facility. We did our feasibility reports, created a proof of concept to support it; in the end, I still looked at it from the standpoint of ‘what’s the highest and best use for this property,’ and it worked.”

And so began the MSM’s winner of the 2024 NewFacility of the Year award’s foray into the world of self-storage.

“Being in this business and building for as long as I have, I went into it expecting delays and challenges,” says Phillips. “There are frustrations and emotions, certain times where you don’t know if it is going to happen, but you just have to keep going. The permitting part really got bogged down. We got stuck in an information loop between design, submittals, critiques, resubmitting, getting it reviewed again, more critiques coming back—it was an endless cycle. The stormwater was the biggest challenge for site approvals. Once we got past that hurdle, the building itself was pretty straightforward.”

The building site was originally prepped for a Fred’s Shopping Center before stopping mid-development in 2008.

“They had put stormwater infrastructure in place we tried to repurpose, but it would have been easier if we just started with a clean slate. It added a lot of complexity for approvals. Anderson County was great to work with and held files they dug up from 2007, but we had to piece together why those designers made decisions, where and why they stopped.”

Phillips credits a patient engineer for helping work through all the iterations to solve the puzzle. In the meantime, county agencies had changed, so some prior approvals came from departments that didn’t even exist anymore. Reproving the plans while adjusting to more stringent rules as time passed delayed progress. Finally, it was time for Phillips to get to the fun part.

Despite feeling he had a handle on his facility’s creation, Phillips knew bringing in pros to help manage the business would lead to true success.

“Our collaboration with Mike and Tiger Storage was truly exceptional,” says M. Anne Ballard, president of marketing, training, and development services at Universal Storage Group (USG). “From the very first call, Mike’s enthusiasm and commitment to creating a standout facility were clear. His commitment to incorporating unique features, from Nokē Smart Entry to the distinctive Tiger Paws above the units, set his site apart in the market and made the entire process dynamic and highly collaborative. Mike was deeply involved in every detail, consistently brought fresh ideas to the table. His proactive approach to our new store checklist streamlined onboarding and contributed to a smooth, successful launch.”

Despite being a well-studied experienced builder with a passion for learning about the self-storage industry, Phillips felt it was a no brainer to hire a management team to take Tiger to the next level.

“The right property management team is crucial to elevating a facility to award-winning status,” says Ballard. “With expertise in market positioning, a top-tier management team ensures a facility stands out by delivering unique offerings like cutting-edge technology and user-friendly interfaces that resonate with today’s customers. The team also maintains close-knit collaboration and strong vendor partnerships, equipping each site with the latest technology and innovative, experience-enhancing services.”

Universal’s partnership with Tiger Storage arrived at a slightly later stage than usual. Ballard designed and developed over a dozen award-winning properties. In this case, Phillips Brothers Contracting had completed the building stage and the smaller trades were starting to do their work. Fortunately, the chosen tech (Nokē Smart Entry, SiteLink, Access Control Technologies) aligned, so the collaboration remained seamless.

“Tiger Storage’s facility is one of the most beautiful projects I have had the privilege to work on,” says Hayden Buettner, East region sales manager for Nokē Smart Entry. “It was important to the Tiger development team to provide technology solutions as part of their offering. Nokē Smart Entry was the perfect fit for their needs, as it offers a seamless tenant experience along with tools that make day-to-day operations at the facility much more efficient. Today’s industry demands more tech-forward solutions that improve NOI and provide self-service options for tenants.”

Far more than just a selling point, the features of the Nokē system added a superior level of security and peace of mind for tenants—a hot topic within the industry.

“There has been a noticeable uptick in break-ins and other security incidences throughout the country,” says Buettner. “Nokē can help mitigate the risk through a variety of means. It starts at the visual level. Potential thieves are creatures of habit and are often looking for specific visual cues to identify which units to target. Expensive disc locks signal prospective thieves to target that unit.”

Nokē eliminates visual cues, as burglars have no way of identifying a Nokē-integrated unit as occupied or not. It also captures activity. allowing managers to pin-point potential red-flag behavior for more proactive security management on site. Motion sensors allow the manager to detect motion inside the unit, as well as automate the lock check and overlocking processes.

“Nokē is a living system, and we are constantly striving to add additional features and value-add solutions,” says Buettner. “In addition to our Nokē ONE Smart Latch solution, we now have a hard-wired option available in Nokē ION. It was important to offer both a battery-powered latch solution as well as a hard-wired lock based on market feedback. We continue to innovate based on the demands of the ever-changing self-storage industry.”

The tech offers customization options to tailor it to each facility’s needs. Phillips was sold, choosing to go all in, but he suggests a phase-in option for those on the fence.

“You don’t have to do all your locks, all your doors,” says Phillips. “You could even start with a few and offer it as a premium option at an increased price. People really do like the functionality. If it’s popular for your market, the locks retrofit. It is very easy to install, just remove the existing lock and replace it with Nokē without any major wiring or hassle involved. If you have an issue, you can call them, and they walk you through it pretty quickly. I’ve been very impressed with their support.”

“The technology within the facility was designed to be as advanced as possible,” says Phillips. “All entrances and exits are automatic sliding doors. Nokē Smart Entry system enables easy access to the facility as well as your unit—all from an app on your phone. A lot of facilities are going unmanned. They’re going remote management, but for Tiger, there’s just something about having somebody there. It makes it special.”

This was another area in which USG proved invaluable.

“Remote operations is a hot commodity in the storage industry right now,” says Rhett Heyward, area manager/vice president of insurance for Universal Storage Group. “There’s certain urban markets, really dense-populated markets or small boutique facilities, where it’s popular. In rural, slower markets, the customer base wants to shake a hand, especially in a lease-up property. If you live in that area, watching this thing being built ground up, you’re not going into this strange new place, walk up to a kiosk, and talk to some animatron. That’s not going to give you any warm fuzzies.”

“We aggressively looked for a manager candidate,” says Heyward. “We found a gem in Cheryl Strickland. She’s a seasoned pro with 20 years in the industry, who happened to be local. Everybody in Anderson knows everybody in Anderson. Having a manager who is a local and experienced—we couldn’t have found a better person to open such a cutting-edge facility.”

Again, the recipe of success involves finding the best people to add to your team, and then letting them do their best for the business.

“We had to pay a little bit more for Cheryl, but one of Mike’s better decisions was to let us find Tiger an experienced manager with that personal touch,” says Heyward. “She also had worked with U-Haul before, and unlike some managers, [she] saw it as an asset and a way to reach monthly goals. Every time the phone rings, that’s an opportunity to sell. It might first be for retail items related to moving, but that’s a connection with a potential tenant, and Cheryl didn’t bat an eye.”

Strickland is often seen representing Tiger Storage at community events, participating in local outreach and charities to put a face to the name of the facility. On-site marketing events, like customer appreciation days, and goody bags for holidays and new customers are part of the charm. She even does grassroots social media posts. USG credits this personal touch as a major difference-maker.

“I know our closest competitor is not doing these things, because it’s a manager-less facility,” says Heyward. “They have a good operation over there—it’s a very high-tech, fancy place. But we’re just crushing it because we have an on-site manager.”

“Clemson is such a big part of the community, we wanted to honor that local feel and add a bit of playfulness to it; I think it’s being received by the community very well,” says Phillips. “Universal brings a lot to the table. They are maximizing our footprint on the internet through SEO and web optimization. They’ve dealt with just about every type of marketing scenario and have a lot of good ideas.”

USG not only loves the Clemson connection, complete with unit numbers being labeled on the famed paw print, but USG wants to lead into it on a deeper level by naming hallway streets after famous alumni to further tie the brands. “As Anne says, our secret sauce as a company is the marketing,” says Heyward. “When you have a property near a big university, that’s your anchor. That’s your Macy’s if you were a shopping center. Even little things, like Buc-ee’s [viral sensation gas station/convenience store]—it sounds crazy, but they are opening a Buc-ee’s in Anderson and that will drive in a ton of traffic and can help business.”

Universal also instituted a popular referral system, where no-strings $50 to $100 cash checks (complete with customer images to use for social and marketing) are given to those bringing in Cheryl’s business card, printed with the referral code on the back, regardless of tenancy. Managers are asked to go to local businesses with goody bags and these cards to make connections. They also encourage managers to keep a tablet opened to the Google review page to ask customers if they’d submit a review in the moment, leading to higher standings on Google Map and search results.

“We are a company that still believes in high-touch marketing—shaking hands and kissing babies,” says Heyward. “Nothing beats that type of marketing. Offering such a premium and popular product sells itself and has really helped us manage rates, we’re not just sacrificing dollars to to fill up occupancy. One of the reasons this property has done well financially, even in a lease-up form, is we’re trying to maintain those rates even though the market is all ‘rate battle.’ The clean, new, well-managed property has my best delinquency rate, sitting on a 0.2 percent. We’re really proud of what Mike built, and we’ve tried to stick to those rates.”

Phillips believes presentation is its own form of marketing, ensuring clear well-lit signage and pristine exterior conditions to provide a sense of safety and convenience.

“Tiger Storage prioritizes exceptional branding and curb appeal, upholding high standards in facility upkeep while implementing targeted marketing strategies to boost visibility and occupancy,” says Ballard. “Attention to detail is key, from meticulous operational management and staff training to creating clean, welcoming spaces that encourage customer loyalty. When all these elements come together, the facility doesn’t just meet industry standards, it surpasses them, establishing itself as a leader and earning prestigious honors like the Facility of the Year award.”

“Once we reach our goals of occupancy for Phase One, the current building, we hope to launch Phase Two in March or April of this coming year. That will involve non-climate controlled drive-up storage. We have another two acres of land to expand onto. Hopefully, in 2026 we will launch Phase Three. We will go where the market leads us. It could even mean adding boat and RV storage. Lake Hartwell is huge—a lot of boating, RVs, and ATVs,” he says. “The next storage project we’re doing is a conversion at a textile manufacturing plant. It will mean a lot of repairs and working around the existing features of that building. It’s gonna be a fun challenge … Hopefully we will have that facility open first quarter of next year.”

For the sake of his future tenants and community members, we certainly hope this talented tiger doesn’t change his stripes.

n a world where technology often overshadows personal interaction, StoreEase is making waves in the storage industry by merging cutting-edge technology with exceptional customer service. Located on Rosewood Circle in Loganville, Ga., which is 36 miles east of Atlanta and part of the Atlanta metropolitan area, StoreEase is not your average storage facility; it’s an innovative shift in how we think about storage solutions. With its innovative Virtual Management Operating System (VMOS) and virtual managers, StoreEase is redefining convenience and accessibility in self-storage.

StorEase Loganville’s journey began in 2018, when local entrepreneurs Denny Hewell, a commercial construction expert, and Kris Rosendahl, a home builder, teamed up for their first self-storage project. They acquired a prime plot of land near a growing housing development along Highway 78 that offers both excellent visibility and easy access—two necessities to adequately serve the expanding, surrounding community, which includes the neighborhoods of Monroe, Between, Grayson, and Graystone.

The implementation of this system has proven effective. Since its inception, StoreEase has reported a remarkable conversion rate of 72 percent for new leads. “We have someone in the office from 8 to 6 all day, every day, in terms of the virtual presence to greet new customers and existing tenants,” says Boyd. This model not only expands accessibility but also creates a welcoming atmosphere for both new and returning clients.

For customers who choose to go inside the office, they are (almost instantly) greeted by a virtual manager who appears on screen at the rental counter. Like motion sensing lights, sensors within the rental office activate the initial greeting that welcomes the visitor to the facility. Following the greeting, an “in-call transfer” is completed, routing the interaction to one of StoreEase’s virtual managers.

According to Boyd, tenant notes within the management software are used to provide a tailored experience to each customer. Customers can build rapport with the company’s virtual managers as well thanks to “force ranking” within its software that connects customers with the same virtual managers they’ve communicated with during previous on-site interactions. StoreEase’s virtual management platform also provides a streamlined rental process with its trademarked move-in app that allows for a quick 2 Minute Move-In^® at any StoreEase location. The app is located in StoreEase’s Customer Rental Centers as well as on its website for after-hours rentals.

Feedback from customers reflects this commitment to service. The facility boasts a five-star rating on Google, with 36 reviews received since it opened in August of 2023, and most of those reviews praise the facility’s friendly and helpful virtual staff. Boyd mentions reviews like, “Bailey was very friendly and helpful,” and “He was the best customer service rep I’ve dealt with in many years,” both of which showcase the impact of their virtual management approach.

This hybrid model is especially important in Loganville, which Boyd describes as a “fourth-tier market,” where older facilities and lower service levels are the norm. StoreEase differentiates itself through its modern amenities and attentive customer care, providing a compelling reason for customers to choose them over traditional storage options.

The exterior design features a clean, modern aesthetic with brick accents around the base, white walls, and distinctive blue doors, embodying the StoreEase style.

Constructing StoreEase, however, came with its share of unique challenges in the beginning, particularly due to the area’s notorious Georgia clay. The bright orange-red stains left by the clay posed a significant hurdle during construction, especially against the facility’s white exterior.

Continuous rainfall only added to the difficulty, requiring extensive scrubbing to remove the stains and achieve a polished finish. Additionally, the weather delays impacted other parts of the project, such as the pouring of the asphalt. Despite these setbacks, the construction team pushed through, and the result is a stunning facility featuring white walls, brick accents around the base, and the signature blue doors that define the StoreEase brand.

At the heart of the facility’s innovation is the Nokē Smart Entry system, which integrates seamlessly with StoreEase’s virtual customer service and offers a streamlined and efficient storage experience. The Nokē Smart Entry system eliminates the need for traditional access gates, replacing them with intuitive keypads on all access doors. This technology allows customers to manage their storage experience with ease, using their smartphones to unlock units and navigate the facility. StoreEase Loganville has employed a multifaceted marketing strategy to establish its presence and connect with the local community. From the outset, the facility leveraged digital tools such as Google My Business and online reviews to build awareness and attract customers. Early marketing efforts included special promotions and a prominent billboard at the end of the driveway, capturing the attention of passersby and potential tenants.

StoreEase Loganville stands as a shining example of modern self-storage innovation and community-focused design. The facility’s seamless integration of advanced technologies, such as the Nokē Smart Entry system, with its visually striking and functional design, reflect a profound commitment to enhancing the storage experience. StoreEase Loganville not only revitalizes the self-storage industry but also enriches the local community.

In addition to electronic keypad access and keyless entry, the facility, which is accessible 24/7, utilizes digital video recording as an advanced security measure. The property is also well lit and offers tenant protection plans.

As for the single-story site’s 338 units, StoreEase Loganville has a sufficient assortment: indoor units that are heated/climate controlled and drive-up units. They are available in the standard sizes, from 5-by-5s to 10-by-20s, and total 37,250 rentable square feet of storage space.

Boyd is also eager to introduce new technologies to enhance the customer experience further. However, he recognizes that with any technological advancement comes the potential for issues. He finds similarities with other consumer electronics, where “every technology … has bugs, has things that need updates.” Having a robust customer service framework is essential for addressing any problems that may arise.

In a landscape where technology often overshadows personal interaction, StoreEase reminds us that a human touch is still vital in building long-term customer relationships.

hen I transitioned from real estate into self-storage 12 years ago, I was a complete newcomer to the industry. My only real experience was personal: I spent a significant amount on a storage unit to keep belongings I couldn’t part with at the time. Little did I know that this same reason would be echoed by many of the tenants I would later encounter as a self-storage manager.

People use self-storage for countless reasons, including divorces, relocating due to fires or natural disasters, downsizing, expanding into larger homes, coping with losses, and simply running out of space for hobbies, collections, or “toys.” I’ve rented to entrepreneurs needing space for inventory, employees needing extra room for company assets, charities storing donations, and even schools looking to store theater props. The list goes on and on. At some point, almost everyone finds themselves in need of extra space, which is precisely why self-storage has become such a compelling sector for investors.

If you search “top real estate sectors to invest in,” self-storage consistently appears among the top five. The beauty (and irony) of this industry is that demand remains steady no matter the state of the economy. When times are good, people acquire more and need extra storage; when times are tough, they’re reluctant to get rid of their hard-earned possessions, so they store them.

Each year, I speak with many people interested in self-storage investment. Most come from single-family or multifamily residential development, retail, or commercial real estate. When I ask why they’re drawn to self-storage, their answers are consistent: less daily interaction with tenants, lower maintenance issues, recession resiliency, cash flow potential, and scalability. Many even run the numbers and see it as a highly profitable investment. However, upon closer examination, when I ask about the research behind their projections or how they determined their anticipated income, many admit that their primary sources are the internet, generic proformas from other business types, and casual observations of nearby facilities appearing full.

This approach—relying solely on anecdotal insights and cursory advice—is a recipe for disaster. Investing in self-storage, like any business, requires a solid foundation of education and strategic planning. Just as you wouldn’t build a house based on minimal knowledge and assumptions, you can’t expect a self-storage facility to succeed without proper research. It all starts with education, education, education!

Starting in self-storage investing can feel overwhelming, but you’re already taking a great first step by reading this article. Education is key, and the more you learn from a variety of sources, the better equipped you’ll be to make informed decisions. Here are five essential steps.

When interviewing companies to conduct your feasibility study, here are the essential questions to ask and the reasoning behind them. Remember, you need a thorough feasibility study, not just a basic desktop market analysis.

Armed with insights from a detailed feasibility study, you’ll be well-equipped to make informed decisions, navigate potential challenges, and position yourself for rewarding returns in the self-storage sector. This initial groundwork is invaluable as you take your first steps in self-storage investing, paving the way for a prosperous journey ahead.

s part of the self-storage industry’s commitment to giving back, StorageGives has become a beacon for positive change. By supporting essential causes in four primary areas (water, children, veterans, and medical care), StorageGives offers an opportunity for self-storage professionals and customers alike to make a meaningful impact. Through direct partnerships with eight dedicated charities, StorageGives connects industry generosity to vital resources that transform lives.

Each area represents a different facet of community need, but together they form a holistic approach to supporting the wellbeing of individuals across the world.

• Auction Donations – Storage operators who utilize StorageAuctions.com can designate a percentage of their auction proceeds to StorageGives. This seamless process allows operators to turn regular business activity into impactful contributions.
• Direct Donations – Anyone can make a direct donation to StorageGives by visiting StorageGives.org. With 100 percent of donations going directly to the partnered charities, donors can rest assured that their contributions are fully utilized for these vital causes.
• Fundraising Events – Throughout the year, StorageGives hosts fundraising events at various self-storage association conferences. These events provide additional opportunities to participate, build awareness, and drive further contributions for these essential charities.

In addition, Giving Tuesday, the global movement dedicated to giving back, offered a chance to support StorageGives. Each year, Giving Tuesday, which falls on the Tuesday after Thanksgiving, turns the spotlight on giving from a thankful heart and encourages charitable donations to worthy causes. StorageGives offers a perfect opportunity for self-storage professionals, businesses, and customers to join forces and make meaningful contributions to water, children, veterans, and medical charities. Whether through personal donations or rallying with colleagues and customers, your support helps StorageGives make a lasting impact in these vital areas.

The opportunity to give back this holiday season extends beyond Giving Tuesday as well; for example, donations can be made to StorageGives in lieu of presents in gift exchanges.

This holiday season, we encourage you to give generously. While special events create opportunities to gather and support, you don’t need an occasion to make a difference in the lives of those around you. StorageGives is an inspiring example of how the self-storage industry can drive positive change, proving that philanthropy and business can go hand in hand. By supporting StorageGives, operators and individuals have a direct line to give back to their communities.

To learn more about how you can make a difference, visit StorageGives.org and join us in supporting these essential causes this holiday season and beyond. Together, let’s transform business success into lasting social impact through the power of giving.

s the holidays approach and you are scurrying around trying to find the perfect gift, don’t forget the gift of education. What a valuable present to offer your staff that sets them on a path for their future. From the Certified Self Storage Management Course (CSSM) to educational sessions at national and state conferences, there are so many opportunities for both you and your staff to learn new skills.

Your managers will gain the knowledge they need to perform though the CSSM program, which is an intensive course providing a solid foundation for self storage management. Taken on their own time and at their own pace, the course includes 15 sessions that lay out the most important aspects of being a self-storage manager. Show your managers you value them by setting them up for success in the new year.

Giving your staff educational time outside the office is also a great gift. As the SSA embarks on our 50^th anniversary in 2025, we have dozens of national and state association conferences and events that provide the topics and guidance that will make your employees more efficient and driven.

We kick things off with SSA’s Spring Conference & Trade Show in Orlando March 12 to 14. There will be three days of educational opportunities designed for operators, managers, and staff, and there will also be plenty of time to network and discuss how other owners and managers are planning.

Don’t forget yourself as you give this season. Attend one session of the SSA Valuation & Acquisition Course offered each year in the spring and fall. It’s designed for owners, senior financial staff, and investors who are seriously interested in property acquisitions, repositioning a property in a market, and/or renovating or expanding a facility. Keep an eye out for details on the 2025 courses and treat yourself.

Are you feeling generous this holiday season? Give to the SSA Foundation Scholarship Fund. The SSAF awards scholarships to deserving employees of national SSA members and their families. Scholarship awards range from $2,500 to $10,000. Since its inception, the program has awarded over $1 million to students affiliated with the storage industry. Visit the SSA website (www.selfstorage.org) for more information on how to contribute.

The season of giving is upon us, and SSA is here to help you give the gift of education in the new year.

t’s hard for me to come to terms with the fact that I’m old enough to have been doing anything for 30 years, but the calendar doesn’t lie. Next year I’ll be 60, and that will mark my 30^th year in the self-storage industry.

I fell into it by chance. I took a job as a management trainee for a metal building company that had several divisions; they offered me the opportunity to spend six weeks or so in each division to see if I could find something I like. If so, that’s where I could settle. Their self-storage division was the third one I spent time in. I liked it, and it stuck.

I had only worked there a month or so when an old timer pulled me aside and gave me some advice. He said, “Son, this self-storage business is a lot of fun and it’s good now, but don’t get used to it. It’s so overbuilt that it can’t last much longer.” Not knowing anything about anything, I thought “OK, ride this as long as I can; I was looking for a job when I found this one.

That was 1995. Knowing what I know now, the square feet per capita couldn’t have been more than 2. I’d been doing the self-storage thing for about six months when I went home to see my father. I explained my job to him: We built storage garages that people rented for their extra stuff. He didn’t understand the concept of extra stuff or why someone would pay for a place to keep it. Born in 1925 and raised on a 500-acre cotton farm in central Texas, he was the youngest of nine kids—all of whom lived with their parents in a house about one-third the size of a starter home today. He wished me success but gave me some advice: “If I were you, I would have a plan B.”

For the last 20 years I have been with SBS Construction. I’ve worked with and for some of the best people I’ve ever come across; we’ve ridden the ups and downs of the storage cycles, including some really high peaks and some pretty low valleys. One thing has remained constant: Self-storage is a good business. I could not even guess how many facilities we’ve built (I really should know that number), but let’s say for discussion it’s 300. It’s probably more, but that’s as good a number as any. I keep up with our owners as best I can, and none of these facilities have failed, to my knowledge, so if this was a college football team, self-storage would be 300-0. I don’t know how long this ride will last, but if I had to guess, it will be long after I am gone. For now, I am just thankful to be a part of a really good industry with really good people.

Remember: No plan B!