he nature of how customers approach businesses has gradually changed over time, from word of mouth to online reviews. Whether someone is using Yelp, Google Reviews, or simply hearing a recommendation from a friend, reviews can be defining for the success or downfall of a business.

First impressions are extremely important, and they must be followed with substantial customer service in order to provide a positive experience for customers and clients. A customer’s first interaction with a business may be arriving in person, or it may be glancing at a public review of a business. Either way, consistently exercising quality service, friendliness, and upholding a professional atmosphere will provide for positive reviews and garner higher traffic for your business. While good reviews are crucial, managing negative feedback is just as important for business growth.

Diane Gibson, owner and president of Cox’s Armored Mini Storage Management, Inc., immediately clarifies that she addresses reviews as “very important … we actually ask people to give us reviews. Any kind of contact we have with our tenants, we always have the QR code there to take them to the review page to make it as easy as possible for them to do that.” This strategy reminds customers to leave reviews online for Cox’s Armored Mini Storage Management, Inc. and leans into the positive impact reviews can have. She takes it further, saying that the company “tries to respond to all the reviews in 24 hours,” thanking people for their review and confirming any experience they had at their facilities.

While it is standard for a business to implement initial strategies to ensure customer satisfaction, taking some extra steps can assist in securing a positive online presence. Carol Mixon, owner and president of SkilCheck Services, Inc., notes that some of her establishments bring the customers water on hot days; while they are independently renting, they are still valued clients that the managers are there to assist.

Mixon also implements mystery shopping, where they have unidentified workers pose as customers for an authentic interaction with staff to gauge their customer service. This experience can help identify and seed out any negative behavior before it reaches a valuable customer. “The point of it is to reform and give feedback,” she says, “and this has proven to improve reviews.” It’s a great approach to reduce negative occurances and increase positive ones.

Bad reviews can range from unhelpful feedback to genuine issues with management. Taking the negative review, assessing it with the involved team member(s), and then executing a methodical response to the customer is the course of action many business owners execute.

Gibson outlines her process. “If we get a bad review, we’ll contact the site first and we’ll confirm if it is a tenant,” she says. “Once we get the full story, we can assess; sometimes it is different from the manager versus the person who is upset.” Addressing the customer in a kind, understanding way, instead of ignoring their review, can make all the difference. This reflects well on any review site and shows that the business is making every effort to correct any mistakes and ensure customers feel heard and understood.

While good reviews garner more traffic and promote a business, responses are intregal to bad reviews. “The bad reviews are the most important to respond to,” says Mixon, “especially if they’re renting from you.”

Responses to bad reviews, in addition to the good reviews, will show customers how attentive a business can be. It is important to expect bad reviews from time to time, and how one proceeds to handle them is paramount. Gibson responds to them by “inquiring and kindly ask them to explain, along with an apology.” This extra step can flip a bad review to a positive experience with the customer, allowing them to reach a compromise and/or potentially be content with a resolution.

There is also the point of interacting with the staff. Mixon “goes over bad reviews with the managers, addressing what we can do differently, or they can do differently,” noting that she “sees the value in addressing a bad review because, on top of the good reviews, it goes a long way.”

Taking in every factor and appraising the situation is important, as the customer may be justified in their complaints, or they may simply be in disagreement with a policy. “We don’t get that many bad reviews, but in the instance that we do, we will address their issue by thanking them and saying we will try to do better, or we will reaffirm what our policy is,” Gibson says. “We are industry standard, so if they disagree with it, we can’t do anything.”

Clients are the soul of any self-storage facility, and their reviews matter. Taking on the challenge of a bad review, while cherishing the good ones, will provide a balance that strikes new customers with assurance and ease as they glance at your profile on Google, Yelp, or any other reviewing platform.

Ultimately, reviews serve as a two-way mirror, reflecting both the customer’s experience and the company’s commitment to improvement. They allow businesses to refine their services, motivate their teams, and build long-term trust with their community. Actively seeking feedback, listening closely, and responding with empathy shows that a business is not only willing to evolve, but also values every individual who walks through their doors or visits their page.

The digital age has made customer voices louder and more visible than ever before. Businesses that embrace this transparency, rather than shy away from it, will be the ones to thrive in both reputation and revenue.

elf-storage software is no longer optional—it’s the backbone of modern facility management. The market was worth $2.5 billion in 2024, and it’s growing at 12.7 percent annually, driven by automation, real-time analytics, and contactless services.

Operators now expect more than basic booking tools. The leading platforms deliver contactless reservations, automated billing, portfolio-wide dashboards, seamless integrations, and built-in communication systems. The payoff: lower overhead, higher occupancy, and a better tenant experience.This guide compares five of the top self-storage software platforms available in 2025, helping operators identify the solution that best fits their business goals.

Each platform was reviewed against the core needs of facility owners, including booking automation, billing accuracy, reporting depth, ease of integration, and tenant communication tools.

By combining real-world operational insights with structured feature analysis, this guide offers recommendations that balance technical capabilities with practical, everyday usability for self-storage businesses.

With 30-plus native integrations and a flexible open API, Storeganise adapts to virtually any workflow. Operators can oversee bookings, payments, and access control from a single dashboard, while tenants can manage bookings, payments, and accounts entirely online. This reduces admin workload and boosts customer satisfaction. Mobile access keeps both staff and tenants connected, enabling key tasks to be completed anytime, anywhere.

• It has transparent pricing starting around $50 per month for 100 units.
• Scalable for operators of all sizes, from independent sites to large portfolios
• Customizable localization for tax, currency, and language settings
• Interactive site maps with color-coded occupancy
• GDPR compliance and secure logins for data protection

• Setup and training are required to unlock its full automation capabilities.

Storeganise stands out for its balance of operational efficiency, ease of use, and global scalability, making it a strong choice for operators who want automation without sacrificing flexibility.

The platform’s unified dashboard provides an instant view of occupancy, financial metrics, and operational tasks across all facilities. Dynamic pricing tools adjust rental rates based on demand and competitor data, while smart leasing features, such as e-signatures and automated follow-ups, help reduce vacancy periods. Monument also integrates with leading gate access and payment systems, ensuring seamless operations from move-in to payment processing.

• Powerful, portfolio-wide reporting and analytics
• Dynamic pricing to maximize revenue based on market conditions
• Strong automation for leasing and operational workflows
• Integration with major access control and payment systems

• Its complexity may overwhelm small operators.
• Pricing is available only via a custom quote, making it potentially higher than other options.

Monument’s depth of analytics and enterprise-level capabilities make it ideal for owners managing multiple facilities who need granular insights and advanced revenue optimization tools.

Its integrated data warehouse links rental activity to advertising campaigns and customer reviews, allowing operators to see which marketing channels deliver the best ROI. Built-in compliance features, including verified lease templates and state-specific lien notices, help operators meet legal requirements without additional tools. Automated workflows manage routine tasks like reminders, notices, and reporting, freeing staff to focus on customer service.

• Direct connection between marketing analytics and rental activity
• Built-in legal compliance tools for leases and notices
• Automated workflows to reduce manual administrative work
• It’s designed by storage industry professionals for real-world use.

• Training may be required to fully leverage data and automation features.

Hummingbird is best suited to operators ready to adopt a data-driven approach, combining operational tools with marketing insight to improve decision-making and compliance.

The platform’s AI communication tools transcribe and grade incoming calls, helping staff identify missed sales opportunities and improve service quality. A centralized messaging hub consolidates all tenant communications (email, SMS, and calls) into a single view. Cubby also includes e-commerce functionality, allowing operators to launch custom booking sites or embed checkout tools directly into their existing website.

• AI-powered call transcription and performance grading
• Centralized communication hub for all customer interactions
• Built-in e-commerce booking tools
• Fast development cycles and responsive support

• Its feature set is still expanding compared to more established platforms.

Cubby is best for tech-forward operators who value innovation, want to integrate AI into daily workflows, and are open to adopting a platform that evolves quickly with new capabilities.

Operators can offer online reservations and payments, automate recurring billing, and manage tenant communications via SMS, email, or voice—all within the same platform. Real-time financial reporting helps track deposits, income, and performance at a glance. Cloud-based access allows owners to handle move-ins, lockouts, and other tasks remotely without being on site.

• Simple interface with minimal learning curve
• Website, booking, and billing tools are included.
• Built-in SMS, email, and phone communication features
• Cloud-based remote management

• It lacks the advanced analytics and revenue optimization tools needed for growth-focused operators.

Storable Easy is an ideal choice for small facilities or new operators who prioritize ease of use and affordability over advanced customization and enterprise-grade reporting.

The right self-storage software can streamline operations, improve occupancy, and provide a better tenant experience. While several platforms stand out, Storeganise offers a strong mix of automation, scalability, and ease of use, making it a solid choice for many operators.

However, the best fit depends on your facility’s size, challenges, and growth plans. Test each option, check integrations, and consider long-term costs before committing. In a rapidly evolving industry, investing in adaptable, data-driven software will keep your business competitive and ready for future opportunities.

hannon Conrady loves flowers: growing them, arranging them, and using them to brighten her surroundings. That same appreciation for beauty carries into her role as marketing director at Central States Building Works, a division of Central States Inc., a 100 percent employee-owned, nationwide manufacturer of metal roofing, siding, and building components. Her story proves life doesn’t always need a blueprint; sometimes the next step appears when you’re ready to take it.

That early exposure to discipline laid the foundation for her future career. “I didn’t realize it at the time,” she says, “but managing all those responsibilities taught me how to prioritize and stay calm under pressure.”

When her family relocated to Arkansas for her father’s career, she transferred to Arkansas State—sweetened by the promise of a new car—and joined Phi Mu to build new friendships fast. “It was a big change, but it taught me how to adapt quickly and find community wherever I go.”

Her first job was at Windsor Door in Little Rock. When her family moved back to North Carolina, Conrady transferred to Windsor’s Atlanta location to be closer to them, and that move changed everything. She reconnected with Tom Conrady, her next-door neighbor during high school, and they eventually married. “I learned Tom was in Atlanta and reached out to network,” she says. “And we just celebrated our 30^th wedding anniversary this year.”

Work took them to Baltimore briefly, but longing to return to the Southeast, Conrady landed a sales role at DBCI through a former colleague. The move brought them closer to family, and soon after settling in Georgia, they welcomed two daughters, now aged 26 and 25.

Conrady spent seven years at DBCI before joining Janus International in 2002, one of the first employees to make the leap when the company was founded.

One of her early marketing efforts led to a memorable moment: a misprinted toll-free number in an ad accidentally routed callers to an adult chat line. “I was mortified,” she says through laughter. “I told my boss, ‘I understand if you have to fire me.’” But he just smiled and said, “Why would I fire you? It will be a great story someday!”

That moment became a turning point, not just in her career but in her confidence. “It taught me that mistakes happen, but how you respond matters more. I learned to own it, fix it, and move forward.”

Her ability to wear multiple hats became one of her greatest strengths. “I’ve always loved learning new things. Whether it was troubleshooting systems or mentoring new team members, I enjoyed being part of the solution.”

Then the COVID-19 pandemic hit. “That turned everything on its side,” she says. “I felt like I needed a different challenge.” That opportunity came through Storage Structures, where she led marketing and IT efforts and helped introduce the patented Alpha Framing System to the market. “We had monumental growth in the first two years. It was exciting.”

In 2023, Central States acquired Storage Structures and rebranded it to Elevate Structures. Conrady was then given the opportunity to do more with Central States. The timing could not have been more perfect. “Our family was fully grown. Our oldest daughter had moved to Savannah, and Tom, our youngest daughter, and I decided that we should try something new.” So, they packed their bags and moved to Arkansas.

“Since Central States is 100 percent employee owned, I feel empowered to make business decisions for the company and the shareholders because I am a shareholder.”

Today, she’s dedicated to Central States Building Works. “We are intent on building true partnerships with our customers, being ready with the engineering expertise, project management, and manufacturing agility.” She adds that Building Works is gaining momentum, expanding its in-house capabilities, and strengthening its brand to better serve customers. “Behind the scenes, we’re adding the right expertise and refining our processes to create raving fans and deliver the kind of partnership our customers deserve.”

She’s especially grateful for the self-storage industry. “There’s real generosity here. People are kind, open, and genuinely willing to share what they’ve learned to help others succeed. It’s a close-knit community where everyone seems to know each other, and that spirit of support is especially encouraging when you’re new. I’ve come to think of it as a ‘prosperity for all’ mindset, and I really appreciate that.”

She also encourages women entering the industry to be intentional about their career paths and to seek environments where their strengths are recognized and their contributions valued. “Finding the right fit is key,” she says. “When you’re in a place that aligns with your values, it unlocks your full potential and you bloom. Never be afraid to ask questions. Curiosity is a powerful tool for growth.”

Mentorship is also something Conrady values deeply. “I’ve had mentors who believed in me before I believed in myself. That’s something I try to pay forward, especially to women who are just starting.”

She also loves gardening. “I enjoy flowers so much,” she says enthusiastically. “They’re so important. They change your attitude at home and work. I always have fresh flowers all around my house.”

And she enjoys wrapping gifts. “I really like making them beautiful. It’s not just about what’s inside. It’s fun to see people’s faces light up when they receive a gift.” When she was in Georgia, she would gift wrap on the side for her friends, family, and coworkers.

“To me, a beautifully wrapped gift is like a bouquet of fresh flowers. Both speak volumes before a single word is exchanged. They create a moment of joy, even before the contents are revealed. I love giving gifts and flowers because I love seeing faces light up. That reaction is the real gift.”

Whether she’s helping a customer, launching a new product, mentoring a colleague, or arranging a bouquet, Conrady brings intention and heart to everything she does. Just like the flowers she loves, her career continues to bloom—beautifully and with purpose.

ow the president of Capco, Nicholas Bergmann entered the construction workforce earlier than most, spending every summer of his childhood around construction zones and working alongside his dad, a master plumber. “I grew up in the construction industry with my father being a master plumber. I used to work with him when I was a little kid on different job sites and some residential.”

He remembers the experience with fondness, as he mentioned working as a plumber between college and later joining the Navy. “[I joined] with a construction battalion of the Navy,” he says. “I was in the reserve unit in San Antonio for eight years, and in college I graduated with a construction management degree from UTSA.”

His first job after graduation was with a commercial contractor in Austin, where he was soon invited to move with the company to Houston as they opened a new office in the city. “I worked with that company for over 10 years. I got to do many different things in construction, starting off at the trade level, working my way up to a superintendent, project management, and then pre-construction manager.”

He joined the company back in 2014, and now he’s the owner of Capco. “I’m really proud of the company that we built here—our company, our core values, our integrity, dedication, and authenticity.”

For Bergmann, the greatest opportunities for growth lie in expanding the geographical footprint. “Historically, we worked in 38 different states for over 40 years. But we really consolidate operations down into the southern part of the country,” he says. “For one, winters aren’t as harsh, so we can work year-round. Plus, the overall business climate is friendly in those areas, and we are a very friendly company.”

He goes on to say, “The other factor is the cost of capital. Capital interest rates have been elevated from a couple of years ago, and in my personal opinion, it’s here to stay. Having lower rental rates, construction costs being a little bit high, and the cost of capital high, it’s clear all three of those are challenges for our customers. A lot of our customers are figuring out how to navigate that.”

To effectively keep projects financially viable without compromising quality, he says communication and signing up within the early stages of the job on a design bill are crucial. “One of the strategies I think is the most important is communication and to sign early at the front end of the job on a design bill,” he says. “We’re able, through that course of design, to look at different drawings and to make recommendations. At Capco, we recommend architects and engineers with industry-specific experience who have a lot of knowledge about the industry and are able to provide that kind of assistance.”

Not having an architect and design team familiar with self-storage is also the most common mistake he sees peers make. “Some of the biggest mistakes I’ve seen are developers who will use architects or design teams that are not familiar with self-storage. They may be a great office building architect or a great retail architect, but if they haven’t done self-storage, and if they don’t bring in the contractor to help direct and guide that process, it can be very problematic,” he adds. “I remember a self-storage deal that we were asked to look at, and the owner had an office building architect design it. It was really beautiful on the outside, with a lot of fancy finishes, but the project was just too expensive for the developer to build, so that was a costly mistake, and we wish that they had come just a little bit earlier to us because we could have guided them through that process.”

Bergmann affirms that most of the time, when working on a project, they will eventually face unexpected challenges and need to remediate quickly. “We did a project a few years ago in San Antonio, and we had to remove 10 feet of dirt that was going to be beneath the slab. Afterwards, instead of bringing in new dirt, we decided to install a basement, taking the product from three floors to four floors,” he says. “It was really insignificant, but we were able to save the owner a lot of money by reducing the amount of dirt work and also giving them a lot more rentable square footage.”

Pre-planning the project in advance can help construct it at a lower cost. “The longer we know about a project, the sooner we can start planning. We may be able to pre-purchase materials and sign up some subcontractors early so that we can get some price breaks on materials that are going to be used for their project. Another factor is material pricing; we’re always tracking and trying to study that and figure out ways to lock that up.”

Finally, when choosing a construction lot, he warns to keep an eye on traffic patterns. “The best areas have a lot of residential density, whether that be housing or whether that’s apartments, but there needs to be a lot of residential density around the self-storage project, and traffic pattern matters; you really want to have a self-storage that is easy to get into and easy to get out of.”

here are many forms of marketing, but as SEO, AI, and technology overall play a vital role in marketing, adapting to a data sourced form of extracting customer information is integral to tracking growth.

The self-storage industry has long been known for its resilience and adaptability. From economic downturns to shifting consumer habits, operators have found ways to meet the demands of their local markets and maintain a steadfast environment. Data-driven marketing is ultimately playing a key role in business’ tracking of losses, gains, and future improvement.

Data-driven marketing has become a cornerstone of modern facility management, reshaping how companies price units, attract customers, and retain long-term renters. While word of mouth and location once carried much of the weight in bringing in business, today’s operators have access to sophisticated tools that track customer behavior, optimize revenue, and provide insight into how to spend every marketing dollar.

Industry professionals agree that leaning into data—and the technologies that collect and analyze it—is no longer optional. It is the path forward for operators seeking to stay competitive in an increasingly crowded market.

“Quality of the marketing platform is critical for competent management,” says Chris Sonne of Newmark Valuation. “The ability for customer data helps marketing and it’s really useful in pricing models—what to charge in rent, how to raise prices, or even how to get customers to rent at all.”

Data isn’t just about filling units; it’s about creating a total pricing strategy that takes into account customer behavior, market competition, and long-term profitability. Big data models track details such as whether a rental came from an online search, a phone call, or a walk-in visit. These insights reveal not only how customers find a facility but also how they prefer to interact with it.

“It varies per place,” Sonne says. “How you attract or keep that customer depends on looking at those behavioral trends.”

This shift in perspective highlights the growing sophistication of revenue management in self-storage. Instead of simply posting a fixed rental rate, operators now use dynamic pricing models similar to those in the airline and hospitality industries. By leveraging data, they can adjust prices based on demand, seasonality, and competitor actions, ultimately maximizing revenue while still offering customers fair and competitive rates.

Armand Aghadjanians of RHW Capital explains how his company applies data directly to marketing decisions. “Much of the data we utilize has to do with customer behavior at every particular site to understand revenue management and optimization,” he says. “We track how consumers behave during office hours or online to better optimize our expenditures—how we use our marketing budget, what our office hours should be, etc.”

Aghadjanians emphasizes the importance of deliberate spending. Instead of casting a wide net with general brand awareness campaigns, his team focuses on capturing renters when they are actively seeking storage. “We use our marketing budget very deliberately to capture rentals when consumers present a need,” he says. “Rather than running broader campaigns focused on brand awareness, we focus on conversions when the consumer is ready.”

This approach relies heavily on technology. For underwriting in new markets, RHW Capital uses TractIQ, while their existing facilities rely on Veritec for revenue management. These tools allow the company to analyze local market conditions, monitor consumer behavior, and make informed decisions about pricing and marketing allocation.

The benefits are clear. “Data-focused marketing allows us to help drive significant traffic to our sites beyond just drive-by traffic,” Aghadjanians says. “We embrace it, and frankly, it benefits us if fewer competitors adopt the same tools.”

“Self-storage is 70 percent smaller operators,” Sonne states. “Even they have tools and resources with existing software. When you figure out how to optimize these, it can enhance your performance.”

Management software platforms now include built-in marketing and revenue management features that provide valuable insights without requiring specialized staff. From tracking online rental conversions to identifying which advertising channels generate the most leads, these tools give smaller operators the ability to compete strategically.

“People who invest in tech and management software are much more complex today compared to 10 years ago,” says Sonne. “Facilities that keep up and use these technologies, their investment in technology pays off.” While the demographics fluctuate in their self-storage needs, so should the approach to marketing.

Operators on the fence about adopting advanced tools need to realize that data-driven technology is no longer a luxury—it is an investment with measurable financial returns.

“Marketing has gotten more expensive as the competitive set continues to adopt and compete on the same platforms,” Aghadjanians says. This makes it even more important for operators to use data to guide their marketing budgets. Knowing which channels generate the highest interactions and return on investment can mean the difference between wasted time and money versus quantitative growth.

Sonne echoes this sentiment, noting that operators must avoid complacency. “Don’t settle for easy or fine,” he says. “In this industry, there’s a separation among operators—those utilizing technology available and those falling behind. Nothing is wrong, but there is room for improvement.”

While there is apprehension surrounding new marketing platforms, it is forward-thinking, innovative, and beneficial to take on the support that will allow for a much more effective reach towards customers and further understanding their needs and behaviors.

Sonne emphasizes caution when using customer data. “Be careful of profiling,” he says. “It’s about how you attract or keep that customer, not about pigeonholing them.”

This perspective reminds operators that while data provides invaluable insights, it must be applied responsibly. Customers expect personalization, but they also value trust and respect. Striking the right balance is essential for long-term loyalty.

Many operators in the self-storage industry value the personable experience that their facilities provide. There is a balance that can be struck between maintaining the invaluable face-to-face customer service while also expanding their outreach via online marketing platforms.

“Marketing resources related to data science are available,” Sonne says. “Lean into it—it’s good for the industry. Why not maximize your returns?”

For operators who are willing to invest time and money, the rewards are significant. Whether through pricing optimization, targeted advertising, or operational efficiency, data-driven strategies allow facilities to enhance performance and profitability.

Aghadjanians sums it up by saying, “We have a fairly tight team. Decisions are made quickly, and we try to reduce the barriers of processes and procedures by empowering our operations teams to take action based on the platforms we utilize.”

This ability to turn data into action is what sets leading operators apart. It’s not just about collecting information but about making decisions that directly impact growth.

For smaller operators, the message is one of opportunity. With accessible tools and management software, even facilities with limited resources can compete on a level playing field.

Ultimately, data-driven marketing is not just a trend—it is the future of self-storage.

elf-storage sector stabilization progresses slowly. Self-storage REITs posted mixed Q2 2025 results as the sector continues a slow and uneven path toward stabilization following a period of declining fundamentals. Weighted-average same-store revenues declined 0.3 percent in Q2, a deceleration from -0.2 percent last quarter, driven by a 40-basis-point decrease in average quarterly occupancy to 91.8 percent and flat realized rent growth. Although occupancy has not improved, encouraging growth in new customer rates has helped stabilize in-place rents. Demand is normalizing, but recovery varies by region—dense urban areas and coastal metros are posting revenue growth, while Sun Belt markets remain under pressure from elevated supply and a weak housing market. However, expense growth—driven by higher property taxes, insurance, and marketing—continues to outpace revenue, pressuring NOI. Full-year guidance was revised, with total revenue now expected to range from -1.2 percent to 0.6 percent and NOI from -2.9 percent to -0.4 percent. Operators expect a gradual but uneven recovery in the second half, supported by fewer new deliveries, improving rate trends and ongoing operational efficiencies. A rebound in housing and migration-driven demand remains the key swing factor that could accelerate growth in 2026. Yardi Matrix covered these trends and more in the self-storage national outlook webinar on Aug. 27, 2025.

National rates dip slightly year over year, but many top metros see increases. Asking rates and demand trends continued to show signs of stabilization in July. National advertised rates were flat at 0.0 percent year over year, with an annualized average rent per square foot of $16.91. This compares to 0.0 percent in June and -0.4 percent in May. Rates declined 0.6 percent month over month, signaling an earlier end to the leasing season.

While half of the top Yardi Matrix metros recorded year-over-year increases in advertised rates in July, the rate momentum in most markets has decelerated compared to the previous month. Year-over-year rates for non-climate-controlled (NCC) units increased in 11 of the top 30 metros, while climate-controlled (CC) rates increased in 20 of the top 30 metros.

Nationally, Yardi Matrix tracks a total of 3,043 self-storage properties in various stages of development, including 703 under construction, 1,944 planned, and 396 prospective properties. Yardi Matrix also maintains operational profiles for 31,277 completed self-storage facilities in the U.S., bringing the total dataset to 34,320. We are happy to announce the release of our new Springfield, Ill.; Lebanon, Vt.; and Valdosta, Ga., storage markets.

Self-storage REITs continued to outpace non-REITs in rate performance. Same-store advertised rents at REIT properties increased 1.1 percent year over year, compared to -0.6 percent for non-REITs in the same markets. However, REITs saw a slight deceleration in growth, with July’s 1.1 percent increase down from 1.4 percent in June. Additionally, REITs saw a 0.2 percent month-over-month decline in advertised rates.

See July 2025 Year-Over-Year Rent Change for Main Unit Sizes chart.

While July had metro-level variability in sequential rates, the majority of metros saw asking rates decline, with same-store advertised rents dropping in 18 of the top 30 month over month.

Asking rates in Los Angeles outperformed the other top metros in July, leading the nation in month-over-month (+1.2 percent) as well as year-over-year (+2.7 percent) growth. Storage operators continued to raise advertised rates to compensate for L.A.’s wildfire-related restrictions on existing-customer rent increases, led by storage REITs, which increased rates in L.A. by 1.8 percent month over month and 6.3 percent year over year in July.

See Metro table and National Average Street Rates PSF for Main Unit Types chart.

Meanwhile, Austin, Denver, and San Diego are being impacted by weak demand, largely driven by underperforming housing and apartment markets. In Austin, advertised rate growth was among the worst both month over month and year over year in July, despite low lease-up supply, suggesting a demand-side issue likely tied to reduced migration and a weak housing market impacting both the for sale and for rent sides. Denver and San Antonio are experiencing similar trends, with multifamily rent declines a sign of weak self-storage demand, which is putting downward pressure on asking rents.

See Self-Storage Major Metro Summary chart.

At the metro level, 19 of Yardi Matrix’s top 30 metros saw an increase in three-year lease-up supply over the past year. Leading the pack were Sacramento, Columbus, Charlotte, San Antonio, Orlando, and Tampa.

Conversely, New York, Portland, and Minneapolis experienced the largest declines in trailing 36-month deliveries. In July, New York’s three-year supply fell to 6.2 percent, a 510-basis-point drop from the previous year. This reduction in new supply contributed to New York’s largest year-over-year increase in asking rates since December 2023, up 0.6 percent.

See NRSF Delivered Over the Last 36 and 12 Trailing Months chart.

The Q3 2025 Yardi Matrix Self Storage supply forecast remains largely consistent with the Q2 update, continuing to reflect a slowdown in development activity. New construction starts totaled 19.9 million NRSF in the first half of 2025, a 13.2 percent decline compared to the same period in 2024. Looking ahead, new square footage is expected to decline by 15 percent in 2025, 18 percent in 2026, and 8 percent in 2027. The prospective pipeline continues to contract, falling 3.5 percent quarter over quarter and 22.5 percent year over year.

A number of top 30 markets have a higher level of supply under construction than trailing 12-month deliveries, which will be a headwind for rent growth over the next 12 to 24 months. Las Vegas saw a break in supply over the past year but has seen the biggest increase in supply under construction recently, followed by Nashville, New York, and Seattle. On the other hand, Sacramento and Charlotte have the least amount of supply under construction relative to trailing 12-month supply, which should help recently delivered supply get absorbed.

See Under-Construction Supply by Percentage of Existing Inventory chart and Monthly Rate Recap table.

But before we talk about how she ended up on that career path, let’s go back to our timeline. Sixteen months after she was born, her sister Rebecca came along; then, when she was 8, her brother David joined the family. “We had prayed so much for a little brother,” says Rachel; “and when he finally came, we were so happy to have him!”

Their childhood was idyllic. She rode horses. Her sister was a theater kid and scuba diver. Her brother played basketball and video games. “Our parents were very involved in our lives, and they let us pursue our interests,” Rachel says. “We were also always very involved in the family business, cleaning out units, going to 3 a.m. concrete pours with dad, and shopping competitors.”

“That was pretty cool,” she recalls. “I trained at Quantico, and we’d raid houses,” she says as casually as telling you that it’s Tuesday, yet providing context that seems straight out of a movie. “In 2008 to 2009, there was a massive meth problem across the U.S. The No. 1 issue with these facilities is that meth is very explosive, and some of the dealers would set up traps in these homes so that they’d blow up during a raid.” The team she was interning with would track people purchasing the drugs and who was running each lab; they also learned how to handle these dangerous traps.

Waterboarding was a big issue at the time too. “I had to put out briefings for attorneys at the attorney general’s office, as well as for other people in the Department of Justice.”

She loved that time of her life because it was her first time experiencing what it was like to be in an office environment. “I appreciate internship programs because that’s when the real training starts to happen—answering emails in a professional manner, learning what HR does, paying attention to detail. Come in early, stay late. I outworked and outperformed everyone, and I don’t say this to toot my own horn. It was how I was brought up—the work ethic I learned from my parents—and back then, I thought my career path would be in D.C.”

While working on her master’s, Rachel held several side jobs: headhunter at Novus Medical, bus driver at a sports camp that took kids to and from an afterschool program, and bartending on weekends. “I worked all the time when I wasn’t in school.”

Then she was awarded the Texas A&M Agriculture and Natural Resources Policy internship in the House of Representatives for Congressman Lamar Smith. During this time, she had a big awakening about life in D.C. “Capitol Hill is run on the backs of 20-year-olds,” says Rachel. “You do a lot of work and make no money. It’s also very clique-ish and sleazy.”

While there were people with integrity working alongside her, Rachel says it was hard to find them. “It made me not like politics. I do believe the U.S. has the best democracy, and I’m glad I live here, but I have a problem not calling out injustices or not mentioning the elephant in the room, and as much as I wanted to be in politics my entire life, working there changed my outlook on all of it.” Overall, it was a demoralizing realization. “Here I was, with three degrees, and my dream had imploded.”

At first, she thought it would be a good idea to work for her dad, then start her own business. Her father was surprised, especially since she asked to come work with him so soon after the 2008 to 2009 economic crisis. “Back then, he was shocked by my request because he was so near retirement, so he asked me why I’d want to do that. I didn’t quite understand why, but I wanted to be with my family.”

Since she had grown up being a part of the business, it was easy for her to fit in. She also brought more structure to their processes. “My dad always kept his word, so up until that point he was fine doing handshake deals, but I put everyone under contract.” They developed additional properties, even winning Messenger’s prestigious Facility of the Year award for some of them along the way. Rachel served as project manager for many of those facilities. She loved everything about her new career, and she especially loved spending so much time with her family and learning so much from her dad.

But not everything was going well. In 2014, she noticed her dad wasn’t his usual self. “He was sick, and we didn’t know it,” she says sadly. In November of that year, when they had just started construction for Love’s Storage Solutions in El Paso, Texas, Mike passed away following a massive heart attack. Eleven years later, the heartbreak is still very palpable when Rachel tells the story.

“It was life altering,” she says. “If you know anything about my dad, he was a legend. He helped start a lot of the self-storage associations. He developed consulting criteria and demand analysis. He was a huge contributor to this industry. Both of my parents were.”

When he passed, the Parham family wondered whether to sell or close NDS Construction and just continue to manage the 10-plus Noah’s Ark facilities they currently owned or move forward with future developments. Her mom played a key role in their decision to continue with all Parham Group companies. “My mom, the great thing about her is that you just don’t get her down. She’s an amazing person—a trailblazer. She was one of the first women to graduate from ROTC when women were first allowed to join. She became a commissioned officer. After my dad’s death, we looked at each other and decided not to let the development and construction company go.” This was yet another pivot her life would take, since her plan when she moved back to Texas was to learn the business, then start her own. But her dad’s passing made her want to stay and continue what he had built.

“At the beginning, it all felt like a burden,” says Rachel. “Everything was so hard without my dad here, and I lived in fear that I’d let everyone down.”

Her faith was crucial in getting her through these difficult moments. “That feeling I had back in D.C. to come back home didn’t happen by chance,” she says. “There’s a reason why God called me to come home. That urge had come out of nowhere, and it’s a miracle we’re still here. There were a lot of times when things shouldn’t have worked out, but they did. And I know it’s all been blessings from God. If He wasn’t a part of it, I don’t know where I would be today.”

She’s also clear on her priorities in life. “I’m a Christian first, then comes family, and I feel a strong obligation towards them. Same with the people who work here. Some started in the ‘90s. We have people who’ve been here for over 20 years. My dad loved them, and they loved him back. They take good care of the company. I don’t have to worry about things running smoothly at work. It’s been an eye-opening experience and a blessing to come out on the other side of everything and look at everything we’ve learned and accomplished. It’s also taught me to trust that things will work out, even when they seem difficult at first.”

Today, she feels very optimistic. “The sky’s the limit. I have great people I work with. We’re all on the same mission. I love that we have so many generations here. It’s a good balance. My mom is retired now, but she’s still actively involved because she doesn’t know how to be retired.”

When not working, Rachel loves to read. “I read two books a month: one about leadership or professional development and one for fun.” She loves murder mysteries, the Harry Potter series, “Lord of the Rings,” and “The Hunger Games.” Of course, someone with an unwavering faith like hers is also a fan of C.S. Lewis. She’s also very involved in her church, Community Bible Church, and loves to write. “I’ve been writing since I was really young, and I want to write novels someday.”

Rachel ikes to stay informed about what’s happening in the economy and the world too. “It’s part of my due diligence for the investments and growing our clients.”

And if you’re wondering how she has the time to juggle the million things she does, once again, she credits her faith. “Once I started prioritizing my relationship with God, everything else has fallen into place. It’s amazing how that works. It’s very freeing. I do a lot more because I can balance my time a lot better.”

Looking back at her life, Rachel feels a great sense of peace and accomplishment. “I never thought I’d own my family’s company, have all these successful projects under my belt, and have tons of new projects in predevelopment or under construction. But now that it’s all been said and done, I love it. I wake up every day thrilled that I work with the people that I work with, that we get to do what we do, and that I get to work with my family.”

espite economic uncertainty from tariffs and inflation, as well as higher mortgage rates that kept many people from buying new homes, self-storage operators seemed to sail through 2025 with ease. In fact, portfolio growth was reported by many of this year’s top 100 operators.

At No. 1 for the third year in a row is Extra Space Storage, which expanded its portfolio by nearly 30 million net rentable square feet (NRSF) over the past 12 months; that’s an addition of three times as much NRSF than the approximately 10 million NRSF added from 2023 to 2024. On top of that astonishing growth, this year the REIT has reported that it manages roughly 17 million NRSF more than it owns.

Like 2024, Public Storage, the second-largest operator, grew its portfolio by another approximately 11 million NRSF. Although about half of that amount (approximately 5 million NRSF) was added to the management side of its portfolio, Extra Space Storage still manages five times as much net rentable square feet in the United States than Public Storage.

Once again claiming third place is CubeSmart, which manages almost 2 million more NRSF than it owns. And with approximately 53.2 million NRSF of storage managed, roughly 20 million more than Public Storage, CubeSmart has the second-largest third-party management portfolio in the self-storage industry. Storage Asset Management (SAM), ranked No. 6, has the third-largest third-party management portfolio at 37,620,000 net rentable square feet.

Rounding out the top five are U-Haul International (No. 4) and National Storage Affiliates Trust (No. 5). Their ranks remain unchanged from 2024, even though they each added about 1 million NRSF to their portfolios since the last Top Operators list was published.

After SAM comes SmartStop Self Storage in 7^th place—a climb of four places since ranking No. 11 in 2024. SmartStop’s quick growth can be attributed to it becoming a publicly traded company in 2025. Its initial public offering (IPO) was completed in April, listing on the New York Stock Exchange (NYSE). Four months later, SmartStop Self Storage REIT was added to the Morgan Stanley Capital International U.S. Real Estate Investment Trust (MSCI US REIT) Index. Then, after MSM’s 2025 Top Operators survey had ended, SmartStop acquired Argus Professional Storage Management (APSM) in a deal that closed on October 1^st. APSM is ranked No. 16 this year, dropping six spots from 2024.

Ranking No. 8 is The William Warren Group, which operates facilities under the StorQuest brand; it ranked 13^th last year. In nineth is Storage Rentals of America (SROA), an operator that wasn’t listed in the 2024 list but has been ranked in previous years. It owns and operates nearly 32 million NRSF from 683 facilities across the United States, 12 in England, and three in Scotland. Other high-ranking newcomers to the 2025 list include White Label Storage at No. 13, City Line Capital at No. 15, and Absolute Storage Management at No. 25.

Finally, due to the addition of SROA and upward movement from The William Warren Group and SmartStop, as well as a slight decline in portfolio size, StorageMart has dropped from seventh to tenth.

In total, 27 companies on the 2025 list were not ranked on 2024 list. Some of these companies have been ranked in previous lists, but consolidation has (and will continue) to make way for new entrants, such as No. 26 StoragePRO’s acquisition of Storage Investment Management, Inc. (SIMI) in January.

On the following pages, we present the 2025 Top Operators. As in the past, the list is compiled solely from information submitted in MSM’s annual Top Operators survey and ranked by total net rentable square feet. Please note: Self-storage facilities that are owned and managed by the same company are only tallied in the “Facilities Owned” section of the table. International facilities are included in the grand totals but not listed within the table; that data can be found in MSM’s Top Operators kit.

We would like to extend our congratulations to all the top operators for their ability to navigate choppy waters and the tides of uncertainty. Their fortitude and flexibility are certainly worthy of admiration and applause!