This focus on personal development has played a pivotal role in the retention rate at the Hamilton facility, where the team collectively boasts nearly 70 years of combined experience at the same location. The longstanding commitment from her staff speaks volumes about the positive environment Williams has cultivated, where loyalty and job satisfaction are high. Many employees stay for years because of the positive working atmosphere and her commitment to their growth.

In order to provide such a high level of service, Williams ensures that her team is equipped with the same customer-first mentality. Every member of her staff is trained to offer expert advice, solve problems efficiently, and create positive interactions with every customer. This focus on personalized service extends beyond the typical self-storage transaction. She goes out of her way to offer customers additional resources, such as advice on packing materials, moving logistics, or even recommending reliable movers. The personal touch she provides is central to the experience at the Hamilton facility, creating a welcoming environment where customers feel both valued and confident.

Her focus on community involvement goes beyond sponsorships and donations. Williams has worked closely with organizations that assist individuals and families in transition. By offering storage solutions for those in need, she has helped individuals going through life changes, such as moving, downsizing, or undergoing financial hardship. Her commitment to giving back has strengthened the bond between the facility and the people it serves, creating a sense of pride within the team and a deep connection to the community.

Further strengthening that bond is the fact that the facility she oversees is a fascinating piece of history. The Wallace Barnes Building, located in downtown Hamilton, Ont., is a historic landmark that showcases the city’s industrial heritage. Built more than a century ago, the building originally served as a manufacturing plant for Wallace Barnes & Company, producing valves and springs for the automotive industry until 1965. Afterward, Allan Candies took over the space until the mid-1980s, when it stood vacant for several years. In 1989, the building was repurposed into The Hold Self-Storage Facility, and in 2022, it was acquired by Vaultra Storage. For over 35 years, the building has functioned as a self-storage facility, with Vaultra Storage ensuring that much of its original character remains intact, preserving its connection to the city’s industrial past.

“During the changeover from Hold Storage to Vaultra, Brenda’s commitment, dedication, and attention to detail not only to the company but also to the wellbeing of her customers significantly contributed to the smooth transition from Hold to Vaultra,” said Prakash Gunasingham, partner and co-founder of Vaultra Storage.

The impact of her leadership is evident not only in the facility’s operational performance but also in the loyalty and satisfaction of her staff and customers. Under her guidance, the Hamilton facility has become a model of excellence in the self-storage industry. Her dedication to building strong relationships with her team, her customers, and the community has earned her the respect and admiration of her peers in the industry. Her recognition as the CSSA’s 2024 Canadian Manager of the Year is a reflection of her years of hard work, commitment, and outstanding leadership.

As Vaultra Storage continues to expand across Ontario, Williams’ approach will continue to shape the company’s future. She has set a high standard for customer service, team development, and community involvement that will serve as a guiding light for other managers in the company. Her success has proven that a leader’s true impact goes beyond the bottom line. Her legacy is built on the relationships she has fostered, the culture she has created, and the difference she has made in the lives of her team and customers.

Williams’ ability to balance the operational needs of the self-storage industry with a deep commitment to her team and community is a rare and invaluable quality. Her leadership has elevated the Hamilton facility to new heights, and her recognition as the CSSA’s 2024 Canadian Manager of the Year is a fitting tribute to her dedication, vision, and passion. As the self-storage industry continues to evolve, her leadership will undoubtedly continue to inspire others to follow her example of service excellence, team empowerment, and community engagement.

Williams’ story is one of perseverance, dedication, and leadership. Her success in the self-storage industry is a direct result of her commitment to her team, her customers, and her community. Her recognition as the 2024 Canadian Manager of the Year is a well-deserved acknowledgment of her hard work and the positive impact she has had on the self-storage industry. She has proven that exceptional managers do not just manage a business; they also create a culture of care, respect, and service that ripples through every interaction, every decision, and every relationship.

Her journey is a shining example of what it means to lead with integrity, compassion, and dedication. Her legacy will continue to inspire self-storage managers and self-storage industry for many years to come.

nown as “The Garden City” for its beautifully maintained parks and trails, St. Catharines in Southern Ontario is the largest city in the Niagara Region. It’s nestled between Lake Ontario to the north and the stunning Niagara Escarpment to the south, with the awe-inspiring Niagara Falls just a short drive away. St. Catharines strikes a balance between urban convenience and small-town charm, making it a wonderful place to live, work, or visit. That’s one of many reasons Alexander “Alex” Shafran, along with his brother and business partner Spencer, both of Deerfield Developments, which acquires, develops, and manages commercial properties across Canada, decided to set up shop there.

“St. Catharines is a great location,” says Shafran. “There’s a growing population, a variety of businesses, thriving residential areas, and a number of universities and colleges. It’s also near the Niagara wineries, and there’s many nice waterways. So, it was a practical place to build, and a beautiful place to be.”

Deerfield purchased the land in 2021, but despite that timeframe, Shafran says the idea to get into self-storage had nothing to do with COVID, when the asset class witnessed incredible growth and many first-time investors and developers waded into the market. “That wasn’t a factor at all,” he says. “We simply saw that many Canadian markets had some major gaps in supply, and we loved the business fundamentals of self-storage. Everything just penciled.”

Shafran further explains that one thing Deerfield does differently from other developers is that it doesn’t just build properties—it creates experiences. “We transform properties, bringing them to life or giving them new life,” says Shafran. “Our properties are meant to blend innovation and sustainability and are designed to become bustling epicenters, becoming iconic in their own right. At the very least, they need to become easily identifiable landmarks, places people will say to make a left or right at when they give directions to someone else. We also knew the Access Storage brand would lend more credibility to the business, so we were happy to have them onboard as our management company.”

Hulme, regional sales manager for Trachte across Canada and the Dakotas in the United States, says he was excited to be part of the project. “Trachte has been involved in self-storage for about as long as the industry has been around, but we still put our heart into every project.” Hulme says that the first Trachte self-storage project was a small facility in Greenbay, Wis., in 1974, and just two years later the company had entered the Canadian market, building a facility in Alberta in 1976. “I think it’s still there,” he adds.

To make this Access Storage facility a standout in the community, in line with Deerfield’s vision, Hulme says the facility has eye-catching red and white composite panels, reflective of the Canadian flag that now flies high alongside the facility. The colors show Canadian pride and enhance curb appeal.

“All the structure was done in-house at our Sun Prairie, Wis., plant. In fact, we do just about all steel structures there, except roof insulation and sectional doors,” says Hulme. “Sam Esposto Architects did a great job laying out the build, so everything went smoothly. Building this facility was a seamless process.”

Hulme believes that Shafran and Deerfield picked an ideal location. “Honestly, much of Canada is ripe for self-storage; there’s huge industrial growth happening. As long as the economy remains stable, the country is going to continue to be on an upward trajectory.”

“Although Canada is a great growth market, some developers do find it difficult to obtain permitting in Canada,” adds Shafran. However, he says that thanks to Deerfield’s history in commercial properties, it was relatively easy to build. “We’ve had experience developing in 40-plus markets across Canada, so we know how to fast track projects when we need to.”

Phase one began in 2021, with 40,000 net rentable square feet constructed. Phase two began in 2024 and is set for completion in mid-2025. This phase will add an additional 60,000 net rentable square feet to the property. Ultimately, the facility will boast a total of 900 units ranging from 5-by-5s to 10-by-30s. There is a healthy mix of drive-up and interior units as well as climate-controlled and non-climate-controlled options. The facility also offers outdoor parking for RVs, boats, cars, and motorcycles.

That’s not all. The facility is home to several expansive loading bays, meticulously designed to facilitate easy loading and unloading of belongings while being sheltered from the sometimes-harsh Canadian climate (the building also features heated foundations to counteract the winter chill, ensuring year-round comfort for tenants and their belongings). Office structures and main buildings are designed with specific pitches and heights to maximize space efficiency and enhance the overall aesthetic appeal.

onald Trump has just reclaimed the White House in the U.S., with pundits speculating that the majority of Americans who voted for him were persuaded by his promises to fix the economy. Now, Canada is poised for its own election in October, and indications are that Canadians will be voting with their wallets too. According to new polling conducted for Global News, one in four respondents ranked inflation and the cost of living as their top priority today. So how do politics and the economy impact self-storage? Six industry experts gathered for this 2025 outlook count the ways. (NOTE: Interviews took place Dec. 6 to 29, 2024.)

ALLAN: I don’t know that “recession” means what it used to; I think it’s become too politicized, so I’ll just say that what we’ve experienced is that self-storage is really good when times are good and very resilient when times are bad. It’s the in-between times that we seem to struggle, which is what is happening now.

BELIK: I do believe the country is in a recession. Unemployment rates are up, the costs of everyday goods are up, and wages haven’t caught up. The good news is that the country is working through these issues, and I don’t expect Canada to be in a long recessionary cycle. The impact on self-storage growth will be a slower lease-up for new operations and a lower/slower increase on ECRIs for existing operations.

MADSEN: Considering the high price of housing, taxes, food, gas, I agree with Poloz and that immigration numbers have blurred the numbers. If it wasn’t for their spending, we would’ve hit the technical definition of a recession. It’ll improve, but it’ll take time. The Canadian economy is slower than the U.S., for example. When there’s an issue down there, Americans react quickly and make moves. In Canada, we tend to overanalyze things, so it takes longer for momentum to build and changes to be made.

HUMPHREYS: We need to remember that it was only four years ago that we were in a global pandemic. Governments were spending like drunken sailors to avoid a depression and the general population was spending money they didn’t have just because the government gave them some. It will take time to recover from that.

HUMPHREYS: From a positive standpoint, a recession creates sustained economic uncertainty, which could pressure people to downsize or relocate to more affordable markets, increasing demand for self-storage. However, recession also brings weakened consumer spending, which is usually a major driver of self-storage demand. Operators might have to get creative with marketing or what they offer to attract consumers.

SHOEN: It’s important to keep innovating. Every time the industry ups its game, consumers respond favorably. That’s why we’re all in on U-Box. Trucks burn a lot of gas, and you get much more fuel efficiency transporting six to 10 U-Boxes than individuals driving six to 10 trucks. An 800-mile truck rental is not uncommon in Canada. For the maritime providences, that can be 6,000 miles. U-Box is so much more economical in these cases, I’m confident it’s going to do great here.

MADSEN: 2024 was a really crappy year; I’d say it had the lowest demand I’ve ever seen in my time in the industry, so doing better than 2024 is a pretty low bar to clear. That said, I’m optimistic things will get better, with interest rates rapidly decreasing, mortgage terms improving, and sellers lowering their overinflated prices out of impatience. In fact, we’re leading the G7 [an informal political and economic forum that brings together seven of the world’s most advanced economies: Canada, France, Germany, Italy, Japan, U.K., U.S.] when it comes to economic issues.

BELIK: Eventually the housing market will get better. As interest rates continue to drop, I do expect activity in most parts of the country to pick up, but some provinces will struggle due to the lack of supply of new housing.

ALLAN: When I talk to bankers, my sense is that they see self-storage not as a gamble but a pretty safe retreat. We’re typically borrowing at 60 percent loan to value (LTV), significantly less than some other asset classes. The only issue is that there’s not enough high-quality assets for banks to lend on, so there’s a lot of competition for the ones that are out there.

BELIK: I think independent operators are finding it really difficult right now to secure conventional financing. Larger operators may also be experiencing some challenges but can usually leverage their existing relationships with multiple lenders and potential future business if they are in growth mode.

HUMPHREYS: Lenders are exercising increased caution in all asset classes in Canada, which is apparent in stringent LTV ratios I see. However, there does appear to be some interest from lenders in the self-storage space, and there is still opportunity for smaller, independent operators to connect with these types of lenders, like credit unions and specialized self-storage lending services, as long as they have a grasp on the industry and asset class.

ALLAN: Banks are willing to lend on development projects for those with little experience if there’s a professional operator involved—someone who knows about unit mix, underwriting, operations, and so on. And that’s a reasonable ask, because a first-time developer won’t know whether they can lease up 100,000 or 10,000 feet in a year. They’ve never done it, so everything is an assumption. Of course, we make assumptions too, but they’re based on experience.

BELIK: I think the question of more builds in 2025 really depends on how well funded the groups are, their end game, and what kind of access they have to debt. Some markets in Canada do have a need for storage, so if the numbers make sense, then they should build.

SHOEN: I’m bullish on self-storage, and I encourage anyone who wants to build to do it.

KOONIN: Some U.S. operators are playing bait and switch games in Canada, offering low prices and then hitting tenants with 100 percent to 200 percent increases 90 days later. They are really struggling to figure out the market and their prices reflect that. Canadian consumers aren’t happy with these games, and so they take their business to other storage companies that operate with integrity and transparency. This all has a large impact on underwriting because the gross potential is significantly lower, and nobody can figure out what stabilized effective rents will be.

MADSEN: When someone is giving units away with discounts, I want to say, “Where are your sales skills?” Get savvier about sales and you won’t have to play these games.

ALLAN: There’s a place for some of these strategies though. You have to look at the competitive landscape. Maybe you want to keep with the flow of traffic, right? When everybody is going 120 KPH and you’re going the speed limit, even though you’re not doing anything wrong, you’re still causing a disruption. And while you still want to make your own choices and set your own strategy, you don’t need to be a pariah doing extremes of 150 or 80 KPH.

MADSEN: I question the lifetime revenue of new tenants brought in at some of the crazy discounted rates. If they’re not staying long enough to reach a threshold, and it’s costing more to bring them in than you make over their stay, you’ve just given away your units for nothing and you’re on the road to bankruptcy. At the CSSA (Canadian Self Storage Association), we’re trying to educate on these matters, getting owners to create informed policies and understand that occupancy doesn’t equal success when it’s based on price breaks for units that could’ve gone for half the discounted price.

HUMPHREYS: For existing facilities, I feel the main hindrance will be saturation levels. There have been significant builds in a few concentrated areas over the last three to five years, which have dramatically increased supply and options for customers.

SHOEN: Some markets are overbuilt, but that can happen when there’s a temporary frenzy in a hot spot. But there’s still a lot of room to grow in the storage business. And if you decide to build, you can expect to get a call from us asking if you want to be a U-Haul dealer! We can help new owners get started.

BELIK: I say the top five are land costs, construction costs, financing, competition, and development fees at the municipal level.

ALLAN: Development fees for sure. They used to be about eight bucks a foot. Now it’s anywhere from $30 to $50 a foot. So, when you’re building a 100,000-square-foot building, you’re paying $3 million to $5 million in city taxes. This has just become a pay to play, and it’s quite destructive from an investment perspective. I suppose you could call it a pro in that fewer storage facilities get developed, so there’s less overbuilding, but the downside for those that do get built is those costs have to be passed back to the consumer.

HUMPHREYS: I’d say the major roadblock is zoning and land use regulations. Local municipalities have shown resistance to self-storage as a permitted use. These hurdles place a premium on new construction, so most larger operators accept the increased risk of absorbing an asset from a negative cash flow or one with unfavorable characteristics, like lower efficiency ratings or sub-optimal locations.

SHOEN: Development and construction costs are up, zoning can be difficult, and so on. But you’ve got to work through these things one at a time. Dial some of those construction costs back if you can, for example. Just keep working at it until it makes sense.

KOONIN: I’ve seen many developers do one project, and after discovering how hard it was, they never do another. Also, some operators struggle to retain staff and have decided to eliminate employees as a result. We still believe in the importance of customer service but appear to be in the minority these days.

SHOEN: There has to be some staff around. Remote doesn’t mean no one on site, rather it’s about giving people more self-service options. Completely unmanned, in my experience, is not a good solution.

MADSEN: Fiscally, Trudeau is a disaster, and his government is in disarray. Even if he once had good plans and policies, he’s well past his expiration date. His finance minister Chrystia Freeland just resigned and left a scathing letter and there have been calls from his own party to step down. He’s simply not good for business, and storage is going to benefit under a more conservative government, which looks to be the direction we’re going. I wouldn’t be surprised if there’s a snap election by spring to oust him, honestly. [Note: On Jan. 6, Trudeau announced his resignation; a new Liberal party leader will be selected Mar. 9]

KOONIN: Most of the [political] fears and threats everyone spends time worrying about never actually happen. A candidate that can get inflation under control and help grow the economy will be better for self-storage. Population growth and housing mobility remain key drivers for the industry and the outlook for both is positive.

BELIK: I don’t know that one party would necessarily benefit the industry more than the other, and I think that the only policy really impacting self-storage is more on the municipal/provincial government level with things like property taxes, zoning, development, and approvals for new builds and expansions.

HUMPHREYS: Any policies which introduce things such as stricter rent control, higher property tax, or other mandates could negatively impact current self-storage operators. If the new government offers incentives to developers to increase housing supply rapidly, without all the municipal red tape, this could benefit the storage industry.

ALLAN: Obviously different political policies could have a significant impact on our operations, but I think that it’s our responsibility as a business and to our partners to just be as effective as we can whether the political landscape is leaning left or right.

he bluebird is often associated with happiness and harmony. This feathered friend is viewed as a symbol of hope, renewal, and love in the folklore of many North American indigenous peoples. It’s also popular in sales circles, with professionals referring to great and often unexpected opportunities as “bluebirds.”

It’s a fitting name, then, for Canada’s very own Bluebird Self Storage. The business, co-founded by Jamie Bennett, Jennifer Smeeton, and Reade DeCurtins, prides itself on keeping customers satisfied and secure, and for Jason Koonin, CEO of Bluebird Storage Management, the opportunity to come aboard landed in his lap quite unexpectedly.

Together, this quartet has triumphed by turning Bluebird into the country’s first coast-to-coast self-storage brand.

The first piece of this story begins with Bennett and his father Richard, who had a background in construction. He had moved the family from Canada to Florida in the early 1980s to work on a series of projects, and it was there that he began to see self-storage as a viable business. In 1995, he partnered with his now-grown son to begin building self-storage properties in North Carolina under the Budget Self Storage brand. When they’d grown Budget to 35 properties, they sold the portfolio to Life Storage and began seeking new, higher profile retail locations in the Carolinas.

That’s where Jennifer Smeeton, this story’s second piece, fits in. In 1998, she began working closely with the Bennetts to develop best-in-class processes for storage development. She established legal representation for deals, cultivated relationships with lenders and investors, provided tax and auditing support, and consulted with municipalities on requirements to build. “I did a lot of work with consultants to get each job done on time and within budget,” says Smeeton.

In 2000, Bennett and DeCurtins partnered up, turning their attention to Toronto. “Working in Canada was a bit like going back in time,” says Bennett. “Not just because I was born there but because it was a chance to correct mistakes I’d made with some of my U.S. properties.”

The self-storage industry in Canada being so nascent at the turn of the millennium also added to the “back in time” feeling for Bennett. “Whereas we were shoehorning facilities into cramped markets in the U.S., there was room to breathe in Canada. There were so many undersupplied areas in which to develop; it was like being a kid in a candy store.”

The final piece of the puzzle fell into place in 2020, when Bennett met Koonin, another North Carolina resident. Koonin never expected to be in the self-storage industry; he was an analytical finance executive working in banking. However, it was that background that would make Bluebird’s co-founder take an interest in him.

“Jamie was looking to increase the profitability of his storage development company. In doing so, he needed sophisticated financial advice,” says Koonin, who began consulting on projects by performing the underwriting and forecasting of lease-ups. Very quickly, Koonin recognized self-storage as a huge opportunity. He put together a business case for starting a property management company and suggested to Bennett that they go for it. He was onboard with the idea, as was Smeeton who helped transition the company into property management. From there, Bluebird Storage Management was hatched. And since then, the company has continued to spread its wings across Canada.

“The Bluebird branding began in 2015,” says DeCurtins, who has always enjoyed the creative and retail innovation aspects of the business. “I pulled out my sketch pad and colored pencils and began thinking about a catchy character. I think the final product is now the most recognized and engaging self-storage brand in Canada.”

“So many self-storage names are related to security, and they all have logos with locks, lions, gorillas, or iron bars … Nothing distinguishes them from one another,” adds Bennett. “And while security is important, it’s just one aspect of the business.”

The logo isn’t the only differentiator, of course. Bennett says the Bluebird brand also is reflective of the culture of caring it has fostered with tenants, employees, and charities alike. “We just do things differently at Bluebird,” he says.

If DeCurtins sees a site that is zoned industrial or outright permits self-storage by right, he’s typically not interested. “That’s low hanging fruit,” he says. “I am looking for ultra-premium retail sites with extremely high barriers to entry. The exclusivity of our sites is a competitive advantage and helps to ensure long-term success.”

To ensure locations fit with the brand’s vision, DeCurtins created the company’s proprietary “Bluebird Site Selection Criteria,” an evolved version of what he once used for those Fortune 500 retailers. He’s also assembled an army of preferred brokers that he’s cultivated relationships with across Canada for nearly 25 years. “Many of the brokers I work with are off the radar and are especially adept at knocking on doors and finding off-market deals,” says DeCurtins. “Brokers that simply shuffle real estate listing flyers around are a dime a dozen and are not going to lead to the most exclusive self-storage sites.”

Ultimately, DeCurtins maintains that he’s not shy about pursuing sites that others would claim impossible to get entitled. He’s even put together a ‘brag book’ that’s quite thick. “In other words, when a city planner or neighborhood leader is initially opposed to our use, we can typically ease their concerns by showing them a lengthy and varied catalog of prior industry-leading Bluebird builds,” he says. “They are often shocked to see how architecturally attractive Bluebird Self Storage locations are. We’ve also aesthetically integrated ourselves into so many mixed-use developments in the U.S. and Canada that they recognize we can adapt to fit in just about anywhere.”

“For Bluebird, it’s not all about the bottom line,” says Denee Burns, chief of staff for the company. “Jamie and Reade bring the construction and development background to the table, Jennifer excels at due diligence and finance, and Jason has a handle on the analytics. That’s a winning combination right there. But then you add in that layer of heart and caring about people that they have. That really sets them, and Bluebird, apart.”

Some of Bluebird’s charitable endeavors are at the corporate level, while employees may choose to support local charities and nonprofits as well. Bluebird supports 65 different charities in one way or another and is donating roughly 165 units (18,000 square feet) on a near-permanent basis across its portfolio.

“This collaboration is truly a win-win,” says Marc Hull-Jacquin, founder and CEO of Shelter Movers. “We receive the donated resources needed to move thousands of women and children out of abusive households, and Bluebird is able to show its customers, investors, staff, and vendors that they take corporate social responsibility seriously.”

Koonin believes this bait-and-switch tactic is shortsighted, and that’s why Bluebird offers a “365 Day No Rent Increase” guarantee. It’s even put into the leases. “Customers know what to expect with Bluebird, and while they may pay more upfront, there’s a lot of value in knowing your rate won’t change for a year. People are willing to pay for that peace of mind.”

The frontline staff is just as important to Bluebird. “We’ve taken corporate culture to the next level,” says Bennett. “We have the most supported, happiest, and engaged store managers in the industry. We have none of the issues attracting or retaining talented team members that others in the industry struggle with.”

Adds Koonin, “There are labor shortages in parts of Canada, and it can be hard to find good employees. I think that’s why some companies are trending toward remote management, but this is not the Bluebird way. We are a company built on customer service. We want the best people working at our sites. And we’ll do what we need to do to find them, nurture them, and retain them.”

Bluebird believes in empowering its staff by allowing them to adjust prices based on their knowledge of their inventory and local market dynamics. “Again, they’re on the frontlines. Often, they know best,” Koonin says.

“We listen to our employees, welcome their thoughts, and often put their ideas into action,” adds Smeeton. “I know at other places employee input can be swept under the rug, or people are simply told ‘no.’ That’s not how we do things. Sometimes the best ideas come from the most unexpected places.”

Because of the way Bluebird treats and empowers its employees, and thanks to its charitable deeds within communities, there is now a waitlist of people looking to be hired, many trying to make a switch from the competition.

“When others are struggling to keep their doors open due to staffing shortages and we have a waitlist … well, I’d say we’re onto something,” says Koonin with a smile.

The discipline, leadership skills, and sense of duty honed during his military tenure became invaluable assets in his subsequent professional pursuits. Spradling’s experiences instilled in him a deep appreciation for teamwork, strategic planning, and the importance of adaptability—qualities that would later define his approach to business.

Opting for a European discharge upon completing his service, Spradling embarked on an enriching journey across Europe. Italy, in particular, captured his heart, with the city of Verona leaving an indelible impression. Immersed in the rich tapestry of European culture, he spent his days exploring historical landmarks, engaging in philosophical discussions at local cafés, and absorbing the artistic heritage that surrounded him.

This period of exploration broadened Spradling’s worldview, igniting a passion for lifelong learning and fostering a global perspective that would influence his future endeavors. His time in Europe was not just a personal journey but also a formative chapter that expanded his horizons and deepened his understanding of the interconnectedness of cultures and economies.

His career in textiles flourished as he navigated the complexities of international trade, particularly during his time in Mexico. There, he honed his entrepreneurial skills, developing strategic partnerships and cultivating relationships that would prove instrumental in his future endeavors. His ability to identify emerging opportunities and adapt to shifting market dynamics set him apart as a visionary businessman.

His experiences taught him valuable lessons about supply chain management, customer relations, and the critical importance of innovation—all principles that would later inform his approach to the self-storage industry. Spradling’s success in textiles was not just a personal achievement but also a testament to his relentless drive and strategic mindset.

Starting as a laborer with Watson and Taylor, he was determined to learn the intricacies of self-storage construction and operations from the ground up. His hands-on experience provided deep insights into facility design, customer needs, and operational efficiencies. This foundational knowledge became the bedrock upon which he would build his future successes.

Embracing the challenges of a new environment, Spradling dedicated himself to understanding the Canadian market’s nuances. He immersed himself in local communities, forged strategic partnerships, and stayed attuned to the evolving needs of customers. His adaptability and willingness to embrace change were instrumental in his ability to make a significant impact in a relatively short period.

One of his most groundbreaking contributions was the development of Ontario’s first drive-thru self-storage facility. This innovative concept transformed the customer experience by offering unparalleled convenience and protection from harsh weather conditions—a significant advantage in Canada’s climate. The drive-thru model not only enhanced security but also streamlined operations, setting new industry standards that competitors would soon aspire to meet.

Spradling’s commitment to innovation extended beyond facility design. He championed the integration of technology, introducing online reservation systems, advanced security features, and climate-controlled units. His forward-thinking approach positioned XYZ Storage as a leader in the industry, earning the company widespread recognition and respect.

Under his leadership, XYZ Storage expanded its footprint, opening multiple locations across Ontario. Each facility was designed with the customer’s needs in mind, reflecting Spradling’s dedication to excellence and his understanding of the market’s evolving demands.

Investing in professional development was a cornerstone of his philosophy. He implemented comprehensive training programs, mentorship opportunities, and pathways for career advancement. By nurturing talent and fostering a culture of continuous learning, he empowered his employees to grow both personally and professionally.

Many who started under his guidance went on to hold leadership positions within the industry—a testament to his ability to inspire and develop future leaders. Spradling’s mentorship surpassed business skills; he instilled in his team the values of integrity, customer focus, and community engagement.

Spradling’s dedication to fostering camaraderie and collaboration within the industry also led him to introduce a friendly competition among operators to see who could bring the most attendees to CSSA conventions. This initiative quickly gained popularity, evolving into a highly anticipated tradition within the association. While he was the driving force behind the idea, it was the CSSA and its leadership, including Sue Margeson, who formally recognized the winners with an award. The competition not only boosted event participation but also strengthened the sense of community among operators. His enthusiasm for the contest was contagious, and he firmly believed that a strong, united organization was essential for the success and growth of the self-storage sector, embodying his vision of collective progress.

He organized workshops and networking events to facilitate knowledge exchange and strengthen professional relationships. Spradling believed that collective efforts were essential for driving innovation and ensuring the industry’s longevity. His contributions to the CSSA were instrumental in shaping policies and initiatives that benefited operators and customers alike.

In celebration of Leaside’s 100th anniversary, Spradling offered XYZ Storage’s flagship facility as the venue for a grand gala event. The celebration united residents, local businesses, and government dignitaries, including then-Prime Minister Stephen Harper. Sharing the stage with the Prime Minister, Spradling spoke passionately about the significance of community spirit, entrepreneurship, and collective progress.

His generosity extended beyond business endeavors. Spradling supported local charities, sponsored community events, and encouraged his employees to engage in volunteer work. He believed that businesses thrive when they invest in the communities they serve, and his actions exemplified this philosophy.

His dedication earned him the Garden of the Year award in Leaside, making his garden the first and only business-affiliated recipient of this honor. The award was a testament to his passion and the meticulous care he invested in creating spaces of beauty and tranquility.

The gardens also served as communal spaces where friends, family, and employees could gather, fostering connections and shared experiences. Through gardening, Spradling cultivated not just plants but relationships and cherished memories.

This thoughtful gesture allowed his friend to enjoy the serenity of nature without limitations. His actions reflected his deep empathy and commitment to enhancing the lives of those around him. Such gestures were not isolated incidents but part of a consistent approach to life that valued compassion and inclusivity.

His work in Costa Rica added an international dimension to his legacy, showcasing his commitment to making a positive impact globally. His developments provided visitors with immersive experiences that connected them with nature and promoted environmental stewardship.

As we honor his legacy, we are reminded of the profound impact one individual can have through dedication and compassion. His story serves as an inspiration to entrepreneurs, industry professionals, and anyone striving to make a meaningful difference in their field.

His induction into the Self-Storage Hall of Fame is not just an acknowledgment of his professional achievements but a celebration of the values he embodied. Spradling demonstrated that success is measured not only by business accomplishments but also by the positive influence one has on others. As we reflect on his remarkable life, we celebrate a legacy that transcends time—a legacy built on hard work, innovation, compassion, and an unwavering commitment to excellence. Spradling’s spirit lives on in the innovations he pioneered, the communities he enriched, and the countless individuals he inspired.

Though Spradling has departed from this world, his legacy endures as a beacon of inspiration. His life teaches us the enduring value of perseverance, the transformative power of kindness, and the profound impact one person can have on many. Hal Sidney Spradling is dearly missed, but his story lives on, encouraging us all to pursue our dreams with determination and to lead with heart and integrity.

he self-storage industry continues to evolve rapidly as more storage operators and vendors enter the market. According to a report from Mordor Intelligence, the estimated value of the global self-storage market was around $48 billion in 2020. The estimated value of the market in 2027 is $64.7 billion.

The growing market size allows us to rethink how we approach critical aspects of self-storage operations, including security hardware, software, and processes. Having only padlocks, fences, and managers nearby is not an adequate security strategy any longer. As storage enterprises have grown and customer expectations have changed, storage operators must think beyond their site’s perimeters when devising a security strategy. Investing in equipment that provides layers of security and numerous fail-safes is critical for any self-storage operation.

Some opportunities for adding layers of security include:

• Incorporating keypads at access points to enter buildings or restricted areas, such as boat and RV parking areas near their unit;
• Zone control – Leveraging an access control-enabled elevator or door so tenants can only access the areas near their units;
• Adding motion-sensitive lights and high-resolution cameras to the hallways;
• Offering door alarms and electronic smart locks for individual unit-level security;
• Offering to equip high-value items like boats and RVs with motion-sensitive alarms; and
• Requiring tenants who wish to access a property during unmanned or off hours do so only via Bluetooth-enabled devices and not through a keypad.

Technologies that enable self-storage owners to implement a layered security approach include motion detection, electronic smart locks, and even AI-enabled video surveillance. There are many hardware and software components available to self-storage owners and operators. It can be hard to determine what security solutions work best for your operation when there are so many options available.

One technology in particular that is becoming more mainstream within self-storage as it provides an additional layer of security is Bluetooth. Today’s modern self-storage security devices, including keypads, locks, and latches, are all beginning to embrace the merits offered by Bluetooth, including:

• Bluetooth-enabled smart devices are paired with keypads and locks within a self-storage facility, thereby eliminating the need for keypad codes and keys. By forcing tenants to use Bluetooth, security is elevated, especially during unmanned hours, because only authorized devices can enter a property or unit, eliminating people looking “over the shoulder” while paying guests input a code.
• Because Bluetooth has a range of up to several dozen feet, it can be configured to open a gate whenever a tenant approaches a keypad, allowing tenants to stay secure within their vehicle and not be forced to press a code into a keypad.

• Do you want remote monitoring capabilities for your operation?
• How will you notify your employees and tenants of potential security breaches?
• How do you want your security strategy to influence the customer experience?
• Will you have employees on site?
• Will you offer after-hours access to your tenants?
• What access control processes do you plan to automate?
• How automated do you wish your facility to be?
• What are the expectations of your tenants or what do competitive facilities offer their tenants?
• How much interaction do you wish your staff to have with new tenants while they are signing up to rent a unit?

Answering these questions will help you determine your security strategy. Once you know the goals of your security strategy, you can evaluate the vendors available to you. Locating a security vendor and integrator with years of experience in the industry is crucial as you position your self-storage operation for long-term success because an experienced vendor knows the industry and how to tailor the security strategy to fit your operation’s needs. Security vendors should not take a one-size-fits-all approach to implementing their products. Each storage operation is different.

Even if the security providers have the technical ability to install the equipment, you should consider the overall value-add experience when selecting your provider. Here are a few factors to consider when choosing your security provider.

• Shared Goals – Does the integrator listen to your security concerns and align with your goals regarding site security?
• Industry Experience – Does the vendor have ample experience in the self-storage industry?
• Integrable Systems – Does the vendor only install specific security components, or do they offer a complete security system? Does the access control software integrate with your property management software?
• Industry-Standard Credentials – Does the integrator have the appropriate training and certifications? Do they follow industry-standard protocols, or are some of their certificates outdated?
• On-Going Relationship – Will the integrator install security components and then disappear? Or have they ensured the system runs well?
• Ready To Scale – Has the individual set the system up so that there is room to scale as your business grows?

After you have determined your security strategy and selected a trusted vendor, you must evaluate the security components your site needs.

In addition to discussing the different materials and types of gates and fencing available, you will want to consult an expert to ensure that your gate operator fits your operation’s needs. There are several gate types, including slide gates, vertical gates, swing gates, and pivot gates. You’ll want to consider your tenants’ needs and expectations when selecting the gate type. For instance, a site housing boats and RVs likely wants a different gate solution than a non-specialty storage site because maneuvering these high-value vehicles can be particularly challenging. You want to minimize the risk of damaging the gate and the vehicle when tenants enter the storage area. Typical weather patterns at your location may also influence your decision. Again, it is important to consult experts in the industry as you evaluate your options.

Your access control system should possess several components, but three major components should come to mind when building your access control system.

You can also employ AI-assisted video cameras. The software can automatically alert operators of security concerns like detecting movement in restricted areas. Some AI-enabled software can even notify the police if needed. Pinhole cameras at various entry points are another option. Moreover, many aspects of video surveillance can be automated; you may also choose to outsource your video monitoring. You don’t need to hire someone to watch the cameras all day to have a secure site. Placing lights near the cameras will provide a clear picture of site activity as well. Bad actors naturally want to avoid well-lit areas. Additionally, having good lighting and cameras is critical for tenants who have permission to access the facility after hours. If tenants wish to retrieve their RVs before sunrise, they expect to feel safe during their visit. Think critically about where you need to place lights and cameras to prevent crime and reassure tenants of their safety.

It may be tempting to skimp on the cameras or not prioritize fixing them when they break in the hope that the visual of the camera is enough to deter crime. However, crime attempts are inevitable at any facility, regardless of how much you invest in your security strategy. Select high-resolution cameras that clearly identify people and license plates so you can quickly resolve security incidents.

When polled, 82 percent of portfolios shared that access control data was important to them, but only 10 percent felt that they were using access control data effectively. (See the pie charts.)

Security technologies such as the CloudController and StorLogix Cloud will continue to advance the analytics capabilities and access control integrations in the future.

In summary, every security decision you make should align with your broader business and operations goals. Know how these security decisions provide value to your company. Remember to consider these questions as you determine the vision for your business:

• How does automation fit into your business vision and security strategy?
• What kind of experience do you want for your tenants?
• How do you want to position your facility relative to your competition?
• How do you plan to track and analyze data to make better business decisions?
• What are your plans for growth in the next few years? Are the systems you’re putting in place today ready to scale?

Knowing the vision for your business and designing a security strategy that achieves this vision will drive success for your self-storage operation.

oe Shoen has had enough.

The CEO of U-Haul, along with his son Stuart, executive vice president of U-Haul, and daughter Royal, vice president of aviation at U-Haul, recently sat down to talk with MSM about the ongoing beef with Public Storage over the color orange.

As MSM reported on its website news and exclusives, Public Storage has demanded that U-Haul discontinue use of the color orange on its doors, exteriors, and signage, as well as in marketing and promotional material. U-Haul has fired back, filing a complaint in the U.S. District Court of Arizona against Public Storage. The action is not seeking a payday or damages; it’s simply asking Public Storage to drop their pursuit of an orange trademark, in turn protecting the right of U-Haul (and every other self-storage facility) to use the color orange.

The complaint further states that Public Storage’s founder Wayne Hughes has previously admitted to using orange to draw an association with U-Haul in order to attract customers. The idea that U-Haul has to defend its use of the color, especially considering it has been using it since 1945, more than 25 years before the first Public Storage ever opened, doesn’t sit well with Joe. Now, he’s fighting back for U-Haul, its independent dealers, and “all the little guys.”

“I think us being family-focused probably aligns us with a lot of your readers, many of whom are running their own family businesses,” Joe adds, noting that when he attends storage events, he’s always being introduced to someone’s child who’s now part of the operations side of things. “U-Haul always gets classed with the REITs, but they’re big finance people, while we’re more operations focused,” which is why he feels a bit of a kinship with the smaller operators.

Joe goes on to say, “When they do build, they can expect to get a call from us asking if they want to be a U-Haul dealer. It can help new owners get their place started, and if they’re not interested, we just wish them well. We want everyone to do well.”

Of course, Joe acknowledges that times are tough. “Development is expensive, construction costs are up, zoning can be difficult. But you’ve got to work through these things one at a time. Dial some of those construction costs back if you can, for example. Just keep working at it until it makes sense.”

He also feels that self-storage will continue to innovate. “Storage has been around a lot longer than most people think,” says Joe. “It just wasn’t ‘self-storage.’ There were always storage warehouses, unbranded buildings with belongings stacked floor to ceiling, but everything was handled by a third party. What happened next was self-storage, which involved handling your own goods. It’s a much better business model and obviously, people have embraced it.”

Joe adds, “Every time the industry ups its game, consumers respond favorably.”

How does Joe feel about the trend toward remote management? “Remote shouldn’t mean no one is ever there,” he states. “Remote is about giving people more self-service options. Maybe it offers the owner a little more profit margin and the customer a little lower cost.”

“Also for the customer, more benefits,” adds Stuart. “For example, 24/7 access.”

“We have some facilities that operate this way, and we’ve learned a lot of lessons along the way,” says Joe. “I think Jefferson Shreve [the founder of Storage Express who recently won a seat in Indiana’s 6^th Congressional District] is really responsible for making the whole concept work. He spent time with us about 10 years ago and showed us the ropes of ‘remote.’ What I remember most is him saying, ‘It’s more difficult than it may seem,’ and he was right. We’re getting better at dialing things in, but again, there has to be some staff around. Completely unmanned, in my experience, is not a good solution.”

Another reason the company is betting on U-Box is the issue of vehicle electrification. “At the end of the day, trucks are going to burn a lot of gas. You get more fuel efficiency transporting six to 10 U-Boxes across the country than individuals driving six to 10 trucks.”

Joe believes U-Box will be even more popular in Canada with its vast expanses. “An 800-mile truck rental is not uncommon in Canada,” says Joe. “In fact, we serve the maritime providences, and that can be a 6,000-mile drive. U-Box is so much more economical in these cases. I’m confident it’s going to do great up north.”

“When people are in a jam, when there’s a disaster, our heart goes out to them,” says Joe. “We don’t want their money. We’ve got the space, so we let them have it. And who knows, maybe they’ll remember us some day down the road when they need a moving truck or storage.”

“Plus, it’s just the right thing to do,” adds Royal. “Helping within the community is important to us.”

U-Haul works directly with the American Red Cross, the military, and local police and fire departments in their efforts to get much-needed relief supplies to areas affected by natural disasters. The company became an official Red Cross Disaster Responder in 2015. The partnership allows the Red Cross access to U-Haul’s range of resources, including equipment, storage, and easily reachable U-Haul locations with an infrastructure encompassing 50 states and 10 Canadian provinces.

So back to the dispute with Public Storage. Unbeknownst to many, this has been going on behind the scene for quite a while. “[Public Storage] started this about four years ago,” says Joe. “We tried to talk with them numerous times, but effectively got the brush off. It got to the point where we had no choice but to file a complaint and hope a federal district judge will make a common sense decision.”

The complaint states that U-Haul believes Public Storage has “engaged in a multifaceted and corrupt campaign to wrongfully appropriate rights in the use of the color and word ‘orange’ in connection with self-storage services and to assert such rights against U-Haul, its sister companies, its dealers, and licensees.”

“Orange is a standard color in self-storage,” says Joe. “Claiming exclusive rights to the color, whether on doors, buildings, or marketing materials is egregious; if they can get a registration, they’ll enforce it and everyone, not just U-Haul, is going to have to change. A small operator with 500 unit doors? You’re going to have to pay to replace or repaint them. That is going to be an expensive undertaking.”

To support the notion that orange is a general self-storage color and not a color only associated with Public Storage, U-Haul has turned over to the court evidence of at least 800 self-storage operators that use the color orange on their doors. “That’s just what we’ve gathered in a few weeks,” Joe says. “I believe there are many, many more.”

A quick search of stock photography also confirms the prevalence of the color orange within the industry; there are hundreds of stock photos showing orange doors and buildings—none of which are specific to Public Storage.

U-Haul’s complaint further states that Public Storage is so determined to monopolize the color and/or the term “orange” that it has fabricated use of trademarks containing the word and knowingly filed fraudulent evidence of trademark use with the USPTO. As evidence, U-Haul has turned over examples of website pages in which Public Storage retroactively added slogans and marks centered around the word and color orange to existing pages, captured images of it, and then removed them.

“It was only done to tell the judge they’d used it, but it was there for maybe four weeks,” states Joe. “They’ve also clearly been manipulating Wikipedia and AI so that orange appears to be attributed only to Public Storage. It’s all so dishonest, and I don’t think it’s wise to fib to the judge.”

Stuart speaks up on his father’s behalf. “Joe tries to be a good ambassador of the industry,” he says. “He’s looking out for everyone by doing this. We believe competition is healthy; it raises people’s games and makes them better. To try to take this color away from everyone else, that’s just picking a fight and playing unfairly.”

“U-Haul alone has 5,000 dealers who are also self-storage operators. These aren’t big operations, maybe one to three facilities. They aren’t in a position to fight this, and neither are the other little guys. So we are. Someone’s got to stop this.”

Joe continues, “But they’re the ones in the wrong. We’re not asking them to change the way they do business; we’re saying they can’t ask us to change how we do business, how our dealers do business, how other operators do business.”

“Royal and I are proud of our dad for doing this,” Stuart says. “Not just standing up for our team and organization but all these other family businesses. Dad taught me when I was a little kid that you need to stand up to bullies or they’ll continue to bully others, and the next person may not be able to fight back. So that’s what he’s doing, standing up for those that can’t stand up for themselves.”

Joe nods, and asks that others join them. “We don’t want anything from [other operators], and we certainly don’t need help with attorney’s fees. We just want to hear from you.”

He encourages anyone concerned about the case, and their own use of the color orange, to reach out to him directly on his cell phone at (602) 390-6525, or via email at Joe@Uhaul.com. “Let’s show the court that this will impact more than just U-Haul,” says Joe. “Strength in numbers.”

he human brain is incredibly adaptable. It holds the potential to change, learn, and grow throughout our lives. However, many people unknowingly sabotage this by operating with a fixed mindset, the belief that abilities and intelligence are static. Research shows that this mindset limits personal and professional success and discourages any positive change. On the other hand, a growth mindset, the belief that skills can be developed, unlocks boundless possibilities.

Do you feel stuck, unmotivated, or frustrated by repeated challenges? Maybe you find yourself resisting new experiences or feeling overwhelmed and burnt out by stress. These are just a few of the symptoms of a fixed mindset.

The key to shifting from a fixed to a growth mindset is in the chemistry of our brains. The chemicals dopamine, serotonin, endorphins, and oxytocin all play a role in our motivation, emotional resilience, and adaptability. If your brain has lower levels of these chemicals, change becomes a challenge. However, just adding some simple self-care practices to your life can increase these neurotransmitters and prime your brain for growth. Here are eight strategies that promote a growth mindset.

Start with one practice today, and commit to building from there. Small, consistent changes lead to significant transformations over time. Embrace the journey, and watch your mindset shift from thinking about what isn’t possible to everything that is possible.

Having an open mindset is a necessity. With rapid advancements in technology, shifting social landscapes, and global challenges, those who stay curious, adaptable, and open to new ideas are the ones who thrive. An open mindset encourages innovation, strengthens relationships, and helps us navigate change with confidence. On the other hand, holding onto rigid beliefs or outdated views can lead to missed opportunities and stalled growth. In a world that rewards flexibility, a closed mind can hold you back more than ever before.

rowing populations, urban expansion, and space constraints, these aren’t just trends—they’re the forces reshaping Canada’s self-storage market. As urban areas expand, the need for efficient, flexible storage solutions intensifies, accommodating everything from personal belongings to business inventory.

To address these evolving demands, storage providers are turning to innovative solutions like hallway systems for indoor storage and relocatable self-storage units for outdoor spaces.

At the heart of this transformation is the drive for space optimization. Every square foot is precious in cities, so innovations like hallway systems and relocatable self-storage units are rewriting the rules. These solutions offer storage options that work within crowded cities, remote regions, and even Canada’s harsh winters. Developers embrace scalable designs, cutting-edge technology, and weatherproof materials to create modern storage spaces.

With approximately 3,000 self-storage facilities, the Canadian self-storage industry is thriving. This growth reflects more than just urbanization—it’s a response to the digital age. Ecommerce has surged, creating new demands for inventory storage, while consumers expect smarter, more convenient options. Manufacturers are creating more durable, flexible, tech-enabled units that elevate the customer experience. In this article, we will discuss two options for optimizing indoor and outdoor spaces: hallway systems and relocatable self-storage units.

Hallway systems can be used when developing the following:

• New Multistory Buildings – Vacant land in dense urban centers is rare and expensive. Developers leverage vertical space by building multistory facilities. Hallway systems are the industry standard for this type of application, offering cost-effectiveness, security, and an aesthetic quality that matches the new build.
• Retrofits of Existing Buildings – Retail and office buildings are increasingly being converted into self-storage units. Hallway systems offer flexible configurations and sizes, making them ideal for these retrofits. Their fast fabrication and installation timelines help developers complete remodels quickly, minimizing downtime.
• Apartment Basements and Parking Garages – With shrinking residential spaces and a growing demand for self-storage, housing developments are incorporating storage solutions in basements, common areas, and parking garages. Hallway systems provide efficient, space-saving designs that allow tenants to store their items on site, while owners gain a valuable source of recurring revenue.

Hallway systems are a great option for new builds or retrofits. They work to meet consumer demand with factors such as unit size flexibility, ease of installation, and scalability.

They are fully customizable, with options for size, color, door type, and finishes. One popular option is the 10-by-20 size, which is ideal for storing large items such as vehicles, small boats, or oversized equipment. Paired with weather-resistant steel construction and secure locking mechanisms, relocatable containers ensure maximum protection and usability for both residential and business applications. The containers are delivered flat packed in small order quantities and assembly is quick and easy, taking just 30 minutes per container once on site.

Here are some applications well-suited for relocatable self-storage containers:

• Single-Story Drive-Up Storage – The most common use of relocatable containers is in rows of storage units accessible by car. These units offer a cost-effective, fast-to-install solution that can be set up quickly to meet demand.
• Parking Lots – Relocatable containers can transform underutilized parking lots into profitable storage spaces. This is especially valuable for parking lots that cannot be built upon due to zoning or size constraints. Pairing parking lot infills with multistory buildings ensures the highest and best use of exterior spaces.
• Fence Lines – Lining the perimeter of a site with relocatable containers is an efficient way to add rentable storage while creating an added layer of security. This approach maximizes otherwise unbuildable spaces and generates additional revenue.

For outdoor spaces, relocatable self-storage units offer a cost-effective, quick-to-install solution that enhances storage capacity and site security.

very owner in the self-storage industry understands delinquencies and collections are part of the game. So how can you keep an open policy of welcoming customers of every walk of life while mitigating the risks and downfalls that accompany those unable or unwilling to stay current on their rents? A host of modern tech options can help, but for some managers and operators, the true key to success and financial balance might mean a change of perspective.

When Weissman pointed out this meant they would be renting trucks for cash, the company head waved away his concerns.

“We started with 10 trucks. I said, they’re going to be gone,” says Weissman. “It might be a month, it might be three, but they’re going to be gone. To make a long story short, one of the first trucks we rented for a $150 deposit out of Cincinnati ended up in Las Vegas. And that’s how we started taking credit cards at Public Storage. I’m indirectly responsible for credit cards being taken in the self-storage industry.”

Adding flexibility in payment methods was a major step in reducing collections. Today, those options include cash, check, credit card, Apple or Google Pay, Venmo or Paypal, and even payment via QR code/text at the facility gate when a security code triggers a locked unit. However, the biggest development in keeping customers current has been autopay.

“Autopay is definitely what we prefer,” says Natolie Ochi, president of SKS Management LLC, which has a portfolio with 28 facilities in California, Nevada, and Hawaii. “When it’s automatic, the customer won’t face fees or get behind. We try to keep our managers from spending that time on the phone, so we try to make it as easy as possible. If it’s not autopay, it is linking with a text to immediately pay, automated payment via the phone, click and pay in whatever method they want.”

With a larger percentage of units being rented online, capturing credit card information for autopay is common.

“I’m an advocate of ‘You have to sign out of autopay,’” says Weissman. “New customers go onto our website, enter a credit card to rent a unit, and get charged every month unless you ‘click here’ that you want to pay manually. It’s an assumed autopay, with an option to not autopay. Psychologically, most people don’t even notice. They just gloss over it and click, click, click, we’ve got it. A good facility is probably running 78 to 80 percent of their customers on some sort of autopay program, so you’re only dealing with payment collections for the other 20 percent. It’s also much easier alerting about rate increases, because it just gets charged on ACH or credit card every month.”

Pogoda Companies goes as far as including “percentage enrolled in autopay” as one of the five metrics for annual management bonuses.

“We’re relying too much on technology, instead of ‘Hey Joe, this is Randy; I don’t want to have to cut your lock and sell your stuff. Come on, do something here. Let’s figure it out,’” says Weissman. “Have that human touch, and remember this is a service industry where you can talk to the people straight up and find solutions.”

In such busy times, advance warning by text, email, or phone regarding impending late fees are usually well received, but tech can’t do it alone.

“Frontline employees or call center agents need to be well trained and show empathy in their voice,” says Ochi. “You can be firm, but at the same time you can also be kind. I recommend our managers help tenants work out some kind of plan rather than being very strict with the law (full payment or nothing). I want to empower them to make decisions within reason, and if they make a mistake, then ‘Gosh, that was a little too generous; next time don’t do that.’ We learn from it. I really hate it when somebody says, ‘I’m sorry. I have no authority; I just work here.’”

One-off situations can happen to anyone in life, but you don’t want to get taken advantage of or have your managers expending all their time on a handful of challenging tenants.

“You are doing them a favor by reminding them of the process and trying to find a way to get their goods back to them. Keep detailed notes in the management software of calls, including any reason they are telling you why they are not paying,” says Carol Mixon, president of SkilCheck Services, Inc., which manages storage properties; conducts feasibility studies; creates training, operations, and lien manuals; and operates a mystery shopping sales evaluation specifically for storage. “For example, we had a customer who was constantly going in and out of lien status, and the notes said that his mother had died and that was why he was paying late. However, according to our notes in the software, his mom had passed away six times in three years. That is a really good reason to keep copious notes.”

“Owners spend thousands and thousands of dollars on marketing, but they’re afraid to spend the money on collections,” says Weissman. “You could have a facility with 800 units rented, but if only 600 people are paying you, you have 200 units with people’s stuff in it that are handicapping you as an operator.”

Getting trouble tenants and their belongings out of your facility to make room for paying customers needs to take priority over any personal feelings of right and wrong or what seems “fair.” Negotiation, regardless of outstanding fees or owed rent, is a win if it helps attain that goal.

“The goal of an auction is not to make money,” says Weissman. “In every state, you have to give extra funds back to the customer or the state. The goal is to get your storage unit back and not pay to get the unit cleaned up. If you can cut a deal with a customer to leave that’s going to pay you more than what you’re going to get at auction, why wouldn’t you do that? I don’t think enough people work with a customer in that regard.”

The cost of clearing and cleaning a unit has to be factored into your decision process. Even extreme-sounding measures can make a lot of sense when you run the numbers in the name of maintaining a healthy business.

“Just waive the fees and get them out,” says Ochi. “There are many situations where you’ve already cut the lock and taken photos—you know it’s just junk. If nobody buys it, we have to call 800 Got Junk to take it to the dump; it’s just so expensive. Smarter to say, ‘Your stuff is important to you. Get it out; let’s call it a day.”

In some cases, even this generous move can be more of a problem than customers can handle. Two common qualms include “How can I move my things?” and “I can’t afford a rental truck.”

“In rare occasions, I have even said, this person’s such a problem we’ll just pay for their U-Haul truck,” says Ochi. “Get your stuff out. You just have to take the personal injustice. You think to yourself, I have to pay for them to get out when they owe me. But it makes sense in the long run because it would cost way more than $50 to $100 in labor and fees to haul that stuff out and take it to the dump.”

Accepting these kinds of out-of-the-box solutions might be tough to swallow at the time, but maintaining this fresh perspective will pay off when your storage facility is filled with reliable, stress-free, and paying customers.

ancer is a disease that touches everyone’s life, whether through personal experience or someone they know. Its far-reaching impact makes the fight against cancer an urgent cause, requiring collective effort and innovation. February, recognized as National Cancer Prevention Month, is a time to focus on raising awareness, promoting early detection, and supporting the research that drives new treatments and potential cures. In this context, Kure It Cancer Research plays a crucial role. By funding groundbreaking and underfunded studies, Kure It is helping to bring hope to millions impacted by cancer every year.

Kure It focuses on funding research for cancers that often receive less attention and resources, such as kidney and other rare cancers. These underfunded areas of research can be critical to advancing our overall understanding of cancer treatment, yet they often lack the financial support necessary for progress. Kure It steps in to bridge this gap, providing researchers with the resources they need to pursue innovative studies that have the potential to save lives.

Since its inception, Kure It has raised and distributed over $10 million to support cancer research at leading institutions, including UCLA, Cedars-Sinai, and City of Hope. These funds have been used to fuel groundbreaking studies, from exploring new treatment methods to identifying genetic markers that improve early detection. Each grant represents a tangible step forward in the fight against cancer.

Kure It’s commitment to transparency and impact sets it apart. The organization ensures that all donations are directed toward research, maximizing the impact of every dollar contributed. By focusing on projects that are innovative and often overlooked, Kure It ensures that its funds go where they are needed most. This approach not only advances science but also offers hope to those battling cancers that might otherwise be ignored.

Beyond funding research, Kure It actively engages communities to join the fight. Its partnerships with businesses, including those in the self-storage industry, help amplify its mission. Through events, campaigns, and collaborative efforts, Kure It raises awareness about the importance of research and empowers individuals and organizations to contribute to the cause. The stories of patients who have benefited from Kure It-funded research underscore the transformative power of these collective efforts.

Through this partnership, StorageGives helps amplify Kure It’s efforts to fund innovative and underfunded cancer research. This collaboration ensures that researchers have the resources they need to explore groundbreaking treatments and uncover new possibilities for combating cancer. By supporting Kure It, StorageGives contributes to a mission that provides hope to patients battling rare and difficult-to-treat cancers.

This partnership exemplifies the power of collaboration in creating change. By connecting the resources of StorageGives with the impactful work of Kure It, the self-storage community is contributing to a cause that affects millions of lives. Together, they are advancing research, empowering patients, and bringing hope to families facing the challenges of cancer.

February is National Cancer Prevention Month, a time dedicated to raising awareness about the steps individuals and communities can take to reduce cancer risk. It’s also an opportunity to reflect on the critical role that research plays in early detection, prevention, and treatment. While prevention efforts like lifestyle changes and regular screenings are vital, the fight against cancer cannot be won without significant advancements in research—and this is where organizations like Kure It Cancer Research shine.

Kure It’s mission to fund under-researched areas of cancer directly ties into the goals of National Cancer Prevention Month. Early detection and prevention often depend on the breakthroughs made possible by innovative studies. By investing in research for cancers that have historically been overlooked, Kure It helps pave the way for new diagnostic tools, better treatment options, and ultimately, strategies that can prevent cancer altogether.

StorageGives recognizes the importance of National Cancer Prevention Month and the opportunity it provides to highlight Kure It’s impactful work. Through their partnership, StorageGives helps raise awareness about the need for more comprehensive cancer research, particularly for less-common cancers that often lack sufficient funding. Together, they amplify the message that prevention and research go hand in hand in the fight against cancer.

This February, communities and businesses can come together to support these efforts. By contributing to Kure It through StorageGives, donors become part of a movement that fuels innovation and offers hope to millions impacted by cancer. National Cancer Prevention Month serves as a powerful reminder of the importance of these efforts and the potential for collective action to make a meaningful difference in advancing cancer prevention and treatment.

Join StorageGives in supporting Kure It Cancer Research during National Cancer Prevention Month. Your donation helps fund groundbreaking studies that advance cancer prevention, early detection, and treatment. Together, we can bring hope to patients and families impacted by cancer. Visit StorageGives.org to make a contribution or learn how your business can get involved in this life-changing mission. Let’s work together to fight cancer and pave the way for a healthier future. Every dollar makes a difference, and every effort brings us closer to a cure.