While self-storage is widely considered a recession-proof industry because of its resilience during tough economic times, that doesn’t mean your net operating income (NOI) is indestructible. Many factors can quickly erode profits, making it essential to protect your bottom line. This gallery shares operational strategies that preserve and even grow your NOI, which also maximizes facility value.
During this 40-minute session, we discuss how to use occupancy data to make smarter self-storage decisions specific to investors, owner/operators, brokers, and developers.
As temperatures drop, we want to share some tips from our facilities team about how to protect property from weather related problems. Performing annual winterization protects asset integrity, maintains tenant safety, and prevents costly weather-related emergencies. Below is essential information to be winter ready.
Water damage from burst pipes is the single most expensive preventable winter claim. Proactive steps are essential, especially in areas prone to freezing temperatures.
Heavy rains and freezing conditions create immediate slip hazards and potential property damage. While these items would have been addressed during the Winterization of your property, weather and the changes in the season may warrant further work throughout the winter.
Shorter days mean reduced visibility, making lighting and security critical throughout the winter months.
After more than 20 years in self-storage—a majority of those managing districts across states where the weather, customers, and even the bugs all behaved differently—I’ve come to see operational excellence as the only thing that consistently moves the needle. Buildings help, branding helps, but excellence in the day-to-day is the real engine. As Jim Collins wrote in Good to Great, “Good is the enemy of great.” In storage, “good enough” usually becomes “not good enough” faster than you can say “Rent Now!”
Even after all these years, raising NOI still feels part science, part psychology, and part voodoo. People think the business is simple because we rent space and collect cash. But if you’ve ever tried to hold rates during a tech-fueled economic slowdown in San Francisco or calm down a tenant in Martha’s Vineyard convinced their old record collection is worth more than your car, you know the business is anything but simple.
The funny thing is: storage is resilient—some call it “recession-proof.” But that doesn’t mean your NOI is. In the real world, NOI is always under attack: rising labor costs in Boston, surprise property tax hikes in Pueblo, overbuilding in Las Vegas, and the classic “Oh look, someone else near Tacoma is offering $1 move-ins again.”
Self-storage NOI comes down to two forces:
With high interest rates and lenders acting as if they’re allergic to risk, the best way to boost asset value today is simply to lift NOI. A 5% bump can turn into six-figure increases in valuation. Not bad for tightening a few operational screws.
But we’re battling some tough headwinds. The hyper-competitive nature of markets like Los Angeles. Turnover that never seems to slow down due to high-velocity renter migration. And expenses that creep up with the consistency of gravity.
Epictetus said, “No great thing is created suddenly.” He must have been talking about NOI, because getting sustained improvement feels about as sudden as a glacier melting.
If I’ve learned one thing, it’s that you can’t just “set it and forget it” with your rental rates. Is your facility suffering from ‘Bodega Coffee’ Syndrome? Have you ever made the mistake of neglecting rate adjustments, only to wake up one morning and realize you’re renting your valuable 10×10 units for the equivalent of a single, overpriced cup of coffee?
Dynamic pricing solves this—as long as you don’t outsource your judgment to the algorithm. Tools like Hummingbird and others help you adjust rates based on occupancy and comp activity, but operational excellence means using the tool, not letting the tool use you.
Raise rates on tenants who are settled in but remember: a long-term commercial tenant in San Diego paying like clockwork deserves some respect. Losing them over $6 a month is like a high-tech manufacturer in Massachusetts losing a key client over a shipping fee. As Dean Jernigan, a widely respected self-storage leader, once said, “The greatest expense in our business is vacancy.” In this case: not to squeeze every penny, but to build stable, predictable revenue.
People tease me about how excited I get about tenant insurance and truck rentals. But I’ve seen truck rentals save a quarter. Literally.
A few favorites:
In Lessons from the Mouse, Dennis Snow says, “Everything speaks.” In storage, the locks, the lights, the gate, the hallway floors—every detail tells your tenant whether you run a “good enough” business or a great one. And great businesses earn more money.
Everyone wants to build more. More units, more doors, more rent. But expansion is like shaving your head, you better be sure before you do it, because it takes a while to undo.
Only build if your supply-per-capita numbers justify it. Many owners make the mistake of expanding too aggressively into a softening submarket, and then they spend years explaining to their partners why their beautiful new temperature-controlled building sounds like an empty cathedral every time the HVAC kicks on.
Marcus Aurelius said, “What stands in the way becomes the way.” In self-storage, what stands in the way is usually over-exuberance.
Operational excellence isn’t glamorous, but it’s effective. Here’s where it shines:
Energy
LEDs, solar, smart HVAC timers—they’re not exciting, but they cut utility costs 20–30%. A facility in the sunny SF South Bay dropped 22% in electrical usage after an LED conversion, and ownership thought we’d invented perpetual motion.
Labor
This one’s tough. People matter. But technology helps. Kiosks, online rentals, app access—they all streamline things. The key is cross-training. I once had two managers in Loveland, CO argue for an hour over whose job it was to repaint the bollards. Now I train everyone to do everything. Saves time, saves money, saves headaches.
Vendor Leakage
Vendors tend to add fees to everything. Trip charge? Fuel surcharge? It’s raining today charge? No thanks. Review every invoice and every contract annually. You’ll find savings.
Taxes
Appeal assessments. Seriously. It’s the closest thing to free money we have in this business. “When you can find areas in your business where you’re just leaving money on the table, that’s where you start to really gain on the NOI,” is a sentiment often expressed by industry veteran Greg Ellsworth regarding expense control.
A long-term tenant is like compound interest. Quiet, reliable, and surprisingly powerful. Churn costs money in lost rent and marketing. So treat tenants like people. Personalize offers. Call them. Thank them. Host a community event now and then.
As Collin’s flywheel concept teaches, momentum builds through consistency, not heroics. Retention is pure flywheel.
Tighten operations, roll out ECRIs, add smart units, clean up the office, and hold people accountable. Stuff you’d expect, not rocket-science.
As Steve Mirabito says, “Retail is Detail and Retail management means paying attention to the hundreds of small factors that can compromise net operating income” And he’s right.
Operational excellence isn’t glamorous. It’s not shiny or loud. It’s the mundane repetition of doing things the right way—even when nobody’s looking. That’s how you build NOI that doesn’t just spike but sticks.
Marcus Aurelius put it perfectly: “The impediment to action advances action. What stands in the way becomes the way.” In storage terms: whatever’s giving you the most trouble—pricing in California, labor in Massachusetts, occupancy in Washington—that’s the place to dig in.
And as someone who has watched this industry evolve from hand-written ledgers to AI-powered pricing tools, I can tell you this much: The operators who stand out in today’s competitive market are the ones who:
Do that, and the NOI follows. Not overnight. But always.
The following article is reprinted with permission from Inside Self-Storage, the premier magazine of self-storage professionals. For information, visit www.insideselfstorage.com.
The 1989 film, Field of Dreams, was famous for the line “if you build it, they will come”. Although that may be true for sports fantasy movies, it is not accurate when it comes to increasing occupancy at a self-storage facility. Substantial market research should be compiled before building, and facility layout and unit mix must be considered to optimize your ability to lease up and maintain stabilization. Knowing how to identify, access, interpret, and track value metrics is essential for owners, operators, investors, and developers to increase their likelihood of finding success.
Physical occupancy is the percentage of units that are currently occupied by tenants divided by the total number of units. Economic occupancy quantifies the units that are revenue generating AND occupied compared to the total number of units. The higher your economic occupancy—the more profitable your business and the more valuable your asset. But occupancy is so much more than a metric of units occupied. If you truly want to maximize your return on investment, using occupancy to expose opportunities to increase rental rates, the needs for discounts, and determine the factors that impact demand will gain you a competitive edge in your market.
While reviewing your rent roll, you notice that your 10X20 units are all always rented, and you consistently have a waiting list. This is a great time to capitalize on charging premium rates for this unit size. Understanding demand in your market and how to balance premium rates for desired units will allow you to capture more revenue. The opposite is also true. When looking at your 5X10’s you notice the highest vacancy rate across your unit mix. This is an indication that it is time to consider discounts/concessions, and in extreme cases conversion of unit sizes to meet market demand. Developers who ignore market demand when choosing their unit mix suffer from slowed lease-ups, increased discounting, and reduced profitability. All of which can be avoided with a thorough market study on occupancy and rates.
This is often the most misunderstood metric in self-storage. Developers often believe that it is worth offering any type of discount to “get the building full”, but this leads to inaccurate reporting and large swings in revenue during lease-up. Existing owners worry if they offer lower rates to new tenants they will upset or even lose current tenants. This mindset will keep your units vacant longer and your NOI lower than it could be. Consider offering long-term tenants loyalty rewards versus letting existing customer concerns hinder your ability to make money.
Think outside the box when it comes to discounts and offer discounting that encourages the tenants you are trying to attract. Offer the 3rd month free with autopay, give an ongoing percentage off monthly rent for tenants willing to sign longer leases, or consider quarterly discounts for tenants with no late payments. Using discounts that support overall revenue goals will grow your business and maintain economic stabilization. Review your current discounts compared to your monthly operating income. If your discounts negatively impact your ability run daily operations it is time to give them an overhaul.
We have all heard “location, location, location” when it comes to real estate and self-storage is no exception. The location of your facility (assuming it is already operating) is the hardest roadblock to overcome. You adjust rates, offer discounts, and utilize marketing efforts, but still have multiple vacant units, this is an indicator you could be in an oversaturated market. What is considered “oversaturated”? Normally markets that are over 10 SF per capita are considered oversaturated. This is not a standard that can be applied in isolation, but low occupancy, lack of growth (people, housing, etc.), and a high number of competitors can be a sign of oversaturation.
How can you solve the problem of owning a facility in an oversaturated market? Take a deeper dive into the community drivers in your market. Offer niche storage such as RV/Boat, parking, & specialty storage to provide you with solutions to increase reach more customers. Value-add services, loyalty programs, improved facility features, and improved technology can all help gain a competitive edge in an oversaturated market. Sometimes you have to spend money to make money, but before you spend mystery shop your competitors and come up with a plan to outperform them.
Sounds pretty straightforward, the average rental rate per square foot of storage space, but all too often owners will focus on the idea of “average” rates and forget that the sales cycle in self-storage exists. Developers need to pay specific attention to rates throughout the sales cycle because if your facility delivers in Q4 your revenue generating ability will be lower than delivering in Q2.
For existing facilities, the rent per square foot should never remain the same throughout the year. This not only shows lenders and buyers that you are not leveraging rate increases, but it means you are leaving money on the table throughout the year. Rental rates determine your operating income and are indicators of potential income for your facility. Tracking the high’s and low’s in your market will allow you to adjust rates more efficiently, budget for capital improvements, and create growth opportunities for your business.
The right time to use average rates is when determining your revenue management index. This metric analyzes the average rental rate of your facility and compares that amount to the market average. It is a good way to identify if you are charging too little or too much for your units and reveals the need to adjust rates to be more competitive in your marketplace. If you determine that your rates are the lowest in your market, rates need to be increased even if occupancy is high. Don’t be fooled by the idea that your occupancy is high so charging market rates does not matter—it does, but you do not have to make up the rate difference all at once. Choosing to have small, incremental rate increases over time can allow you to recapture lost revenue without sacrificing customer satisfaction. Although you may receive some complaints, they will be minimal if rate increases are communicated well and not excessive. Revenue generated by rate increases can be reinvested into your facility to increase your chances of attracting higher end customers in the future and provide opportunities for customer retention programs.
Rent roll is designed to analyze the effectiveness of your rates, areas for improvement, and opportunities for growth. It is the monthly revenue generated by your facility from all revenue sources (rental income, fees, admin charges, and miscellaneous). Further, this valuable report provides you with insight into unrentable units, vacant units, and delinquencies. It creates a clear picture of your property’s cash flow and determine opportunities to increase revenue, review/adjust lease terms, and identify areas of underperformance.
Maybe you have heard the saying in sports that “game film doesn’t lie”. It is used to emphasize that film provides objective, undeniable proof of what happened. For storage owner, operators, and investors, facility metrics are your game film. They represent an unbiased assessment of what is happening at your facility, and allow you to make better decisions, gain a competitive edge, and deliver successful results. If you want to improve profitability analyzing the metrics that determine success is the first place to start.
Is self-storage in trouble? Not exactly, but we need to adapt to avoid suffering the same fate as the hotel industry. Today’s guest has had his finger on the pulse of the self-storage industry since the 1980s, and he’s going to share where we’re at and where we’re headed!
We had the opportunity to chat with Steve Mirabito, who is not only the founder and president of StoragePRO but also a board member for Storelocal, the largest self-storage co-op in the world. In this episode, he winds the clock back nearly 40 years and shares about his journey into self-storage and the challenges he faced early on. You’ll learn all about the birth of the industry, the role Steve played in popularizing this asset class, and how self-storage has evolved since.
Most importantly, where does the industry stand today, and what can investors expect going forward? Steve will share his unique perspective on some of the biggest opportunities and threats in self-storage, the lessons investors can learn from the rise and fall of the hotel industry, and the number one thing you need to prepare for in 2025 and the years ahead!
What is covered in the podcast:
Membership Matters: National and state level SSA Membership is an essential partnership to support their efforts in providing education, advocacy, and resources to owners and operators. The ability to foster a community of storage professionals and create a network for professional development is why we have chosen to not only be a national SSA member but also maintain memberships in all of the states we are in.
As they say in their mission the SSA purpose is to actively support the viability, success, and prosperity of those who have made an investment in self-storage.
Specifically, they accomplish this with resources, education, data, advocacy,
communication and networking. In addition to having multiple events throughout the year and supporting state level events, they provide owners and operators access to products and services, education events, legal advocacy and resources, and access to their membership directory.
Legal Resources
Education & Training
Publications & Research
Occupancy is the number of units that are occupied over a period of time. Then, this number is converted to a percentage letting you know “how full is your facility”. Conversely, vacancy represents “how empty is your facility”.
As an example, a 100-unit facility with 10 unoccupied units has 90% occupancy rate and a 10% vacancy rate. It seems simple enough on the surface, but to truly understand how well your facility is performing we need to go beyond physical occupancy and investigate economic vacancy.
As shown in the example above, physical occupancy are units with items stored in them which includes tenants paying their rent on time as well as delinquent tenants. The major problem with physical occupancy is that it does not distinguish between income generating and non-income generating units.
It is important to remember that achieving 100% physical occupancy is not the goal. In fact, multiple issues can arise because it does not allow you to maximize your potential revenue impacting operating income and property value.
Taking a closer look at the vacant units, you want to identify why they are empty and determine if you have “full” units that are not generating income. Truly vacant units are available for rent. Using the example above for the 100-unit facility, in addition to the 10 available for rent units there are 3 units with delinquent tenants, 2 units storing items for the owner, and 6 units receiving a first month free incentive. Although the property is 90% physically occupied calculating the economic occupancy, tells a different story.
10% (available) + 3% (delinquent) + 2% (“unrentable”) + 6% (incentives) =
79% Economic Occupancy
Understanding “full” does not equal income generating is the first step in putting economic occupancy to work for you. Well-run facilities have 90-95% economic occupancy.
Economic occupancy represents how much money is being left on the table. It shows if you are effectively achieving your gross potential income and reflects how well a property is being managed. When a facility has a low economic occupancy, it tells investors and lenders that the property is less valuable.
The best way to improve economic occupancy and increase property value is done by managing occupancy.
Individually assessing the source of the vacancy is a good place to start. When looking at your units avoid the idea that full is better and raising rents should be avoided. Tenants who pay market rates will generate more income and allow you to budget and plan for capital improvements. Be strategic with incentives, it can be tempting to offer the first month free, but too many incentives can create an immediate loss that cannot always be recovered. We all know turnover can’t be avoided, but having a well-managed website can generate leads and lessen the effects of turnover. Looking at any unrentable units you currently have and determining what is needed to make them rentable can uncover additional revenue with little output. Ongoing oversight and assessment are the keys to success when addressing occupancy.
Experienced management companies have perfected the art of running a successful property.
Outsourcing management allows owners to have more control over how their facility performs. Issues are handed off to the management company to address and owners can benefit from increased operating income without the hassle of management.
One of the most compelling arguments for third-party management is found in how management companies are paid. When your operating income increases, their management fee increases. This makes third-party managers highly motivated to run your facility as efficiently and effectively as possible.
Economic occupancy is an effective way to measure the success of your business. Examining empty units as well as non-income generating units can increase your operating income and overall property value. Using strategies to recover delinquent rents, create a funnel of new leads, and adjust rates to market are all ways to address a low economic occupancy.
If you are interested in seeing how third-party management can improve your economic occupancy and the overall value of your facility, please request a PRO Forma or Contact Us to learn more.
Delinquency poses a significant challenge for self-storage facility owners. This issue becomes even more problematic during the fall and winter when delinquency rates rise. Economic and psychological factors drive the increase in late payments, creating a complex environment that owners must navigate to manage and reduce delinquency effectively.
One of the leading causes of increased delinquency in the fall and winter may be the financial strain associated with the holiday season. Consumers may prioritize holiday-related expenses such as gifts, travel, and celebrations, often at the expense of discretionary expenses like self-storage rent.
In addition to holiday expenses, individuals may face additional financial pressures as the year ends, including property taxes and insurance renewals. These lump-sum payments can strain their budgets, making paying for ancillary services like self-storage more challenging. When these costs coincide with holiday spending, many individuals may struggle to manage all their bills, leading to increased delinquency.
The fall and winter months often see fluctuations in employment, particularly in industries reliant on seasonal work, such as agriculture and construction, that are more active in spring and summer. As temperatures drop, demand in these sectors decreases, leading to job losses or reduced work hours for those engaged in that work. Faced with reduced income during these seasonal slowdowns, some may prioritize essential bills like rent and utilities over discretionary expenses such as self-storage.
Financial stress intensifies during the fall and winter due to the combination of holiday expenses, year-end obligations, and colder weather, which can lead to increased anxiety about finances. Research from the American Psychological Association shows that financial stress can impair decision-making and lead individuals to procrastinate or neglect non-essential bills, which may include self-storage fees. As tension builds, individuals may delay making payments even when they can afford them to avoid dealing with the issue. This situation can lead to a harmful cycle of late fees and increasing delinquency.
Consumer psychology also changes during the colder months. In behavioral economics, this is called “present bias,” where individuals prioritize short-term pleasures over long-term responsibilities. The importance placed on tangible, immediate rewards—like buying gifts or spending time with family—can outweigh the perceived importance of paying for services like self-storage, which may feel abstract or distant. This short-term mindset can lead to delinquency as consumers push non-essential bills like storage fees to the bottom of their priority list.
The harsh weather conditions during the fall and winter can indirectly contribute to delinquency. Snowstorms, icy conditions, and other severe weather events can disrupt mail delivery services, delay in-person visits to storage facilities, and lead to temporary business closures. For customers who still rely on mail to make payments, these delays can result in late fees and increased delinquency. Furthermore, extreme cold can increase household heating costs, leading to higher utility bills, which may cause individuals to reprioritize their financial obligations.
The self-storage industry experiences higher activity during the warmer months, when people are more likely to move, declutter, or take on renovation projects. This seasonality means many tenants who rented units in the spring and summer may have reduced their storage needs by fall or winter but have not yet closed their accounts. These renters may deprioritize paying for their storage units, seeing them as an unnecessary expense as the year progresses, leading to increased delinquency.
Also, tenants may be less likely to visit their storage units during the colder months, especially if the items stored are not seasonally relevant (e.g., summer sporting equipment and gardening tools). Reduced visits to storage facilities can result in a psychological disconnect, where tenants forget or deprioritize paying for units they are not actively using. This sense of disconnection can contribute to delinquency, as the storage unit becomes “out of sight, out of mind.”
Self-storage owners can proactively prevent delinquency by establishing a solid foundation in their client relationships. The lease agreement is a vital tool in managing tenants who fail to make payments. Throughout the rental process, it’s crucial for facility staff to effectively communicate the lease terms and the repercussions of late payments, promoting accountability and comprehension. Upon lease signing, gathering precise contact details (including preferred email and phone number) and securing permission to send texts is paramount. Moreover, fostering a positive rapport with tenants from the outset can encourage punctual payments and offer support when collection efforts are required. By taking these proactive measures, owners can create a positive and smooth rental experience for themselves and their tenants.
Sending invoices to customers before the due date helps remind them that they have a bill to pay. Utilizing the facility’s management software, these reminders can be delivered via automated phone calls, text messages, or emails. Since each customer has different contact preferences, multiple communication methods increase the likelihood of on-time payments. Even if the account is set to autopay, an invoice can confirm that all credit card information on file is accurate and ready for the upcoming due date. These reminders also inform customers about the consequences of delinquency, including the late fees outlined in their signed lease. We see a direct increase in payments on days when emails and texts are sent to customers.
Encouraging customers to enroll in automatic payments can significantly reduce delinquency rates. By increasing autopayment enrollment by 3.9% from 2023 to 2024, StoragePRO Management saw a 1.3% decrease in delinquency. Automatic payments help reduce delinquency by removing human error and making payments consistent and reliable. When tenants enroll in auto-pay, they are less likely to miss payments due to forgetfulness, shifting priorities, or financial stress. Our internal data shows that customers enrolled in autopay stay four to six months longer than others and are less sensitive to price increases.
Training staff to actively promote auto-pay during customer interactions, especially move-in and billing inquiries is essential. One effective tool our managers have in their toolbelt is the ability to waive late fees for customers who enroll in autopay. Including a step-by-step explanation of the auto-pay setup in the welcome materials for new customers can also effectively communicate the advantages of auto-pay. It can also be set up as the default payment method during the rental process, allowing customers to opt-out if they prefer manual payments.
A call center can help self-storage tenants pay their bills and avoid delinquency. With real-time assistance, tenants can quickly resolve issues or clarify billing details, reducing payment delays. Because call centers are available even when the facility is closed, they can accommodate tenants with busy schedules and ensure payments can be made anytime.
Operators can also offer early payment incentives to encourage timely payments. We allow customers to prepay for months in advance. We have also successfully run a “buy one get one” promotion, where customers are offered a free month for every month they pre-pay for up to one year. This type of incentive can stave off delinquency by ensuring immediate payment.
Delinquency leads to potential revenue loss for facility owners and can have a cascading effect on operational efficiency and profitability. Reducing delinquency offers significant financial benefits, particularly by enhancing cash flow, and is one of the first line items we address when assuming management of a property. In one recent example, by promoting and improving enrollment in autopayments, we moved a client from a 12% delinquency rate to 7%, leading to an annual increase of $7,000 in cash flow.
Lower delinquency rates also reduce the operational costs of managing late payments and pursuing collections. Collecting overdue rent often involves sending reminders, contacting tenants, and potentially initiating legal action or auctioning off units. Each step incurs labor, materials, or lost time costs. Additionally, the time spent on collections detracts from more productive activities. By reducing delinquency, owners can streamline operations and focus resources on enhancing customer service and facility management rather than chasing unpaid bills.
Owners who successfully reduce delinquency can avoid the costly and time-consuming auction process. Auctions require significant administrative effort, including advertising, compliance with legal regulations, and logistical management, and often, the amount recovered does not exceed the amount owed.
While owners might wish to avoid the auction process entirely, it remains an unavoidable aspect of the industry. However, partnering with a third-party management company can elevate this process. These companies possess the legal expertise to ensure auctions comply with local, state, and federal laws, assuming all associated risks. Their extensive experience means they have established systems for conducting auctions efficiently. Additionally, their scale allows them to secure better rates for online auction platforms, which helps automate and improve outcomes for owners.
Reducing delinquency also positively impacts customer retention rates. Satisfied customers are likelier to remain loyal and continue renting units, an essential part of maintaining steady revenue. Customers who feel valued and efficiently manage their payments are less likely to seek alternative storage solutions. This increased retention stabilizes income and reduces the costs associated with acquiring new customers, making it financially beneficial for owners to invest in strategies that reduce delinquency.
Reducing delinquency has multifaceted and significant financial benefits for self-storage owners. By understanding the unique challenges during the fall and winter months, businesses can mitigate delinquency and maintain more substantial cash flow during these slower seasons.
Partnering with a third-party management company offers significant benefits for owners seeking assistance dealing with delinquency and other operational concerns. These companies bring industry expertise and knowledge, optimizing operational efficiency, marketing strategies, and revenue management, which leads to higher occupancy and retention rates. They handle day-to-day tasks such as staffing, HR management, customer service, accounting, and maintenance. Additionally, they provide advanced technology solutions for seamless online reservations, payments, and facility monitoring, enhancing the customer experience. They also have access to broader market insights and economies of scale, reducing costs and improving profitability – all while freeing up the owner’s time for other investments or personal interests.
Methuen, MA (Walnut Creek, CA) October 15th, 2025 – StoragePRO is proud to announce that Daisy Gonzalez, Store Manager of All American Self Storage in Methuen, Massachusetts, has been recognized as a 2025 Modern Storage Media Manager of the Year Runner-Up. This prestigious industry honor highlights Daisy’s exceptional leadership, operational excellence, and unwavering commitment to customer service.
With more than a decade of experience in the self-storage industry, Daisy has established herself as a trusted leader within the StoragePRO East Coast portfolio. Known for her ability to balance high-level operational responsibilities with the day-to-day demands of running her facility, she consistently delivers outstanding results while mentoring and supporting her peers.
“Daisy’s professionalism, compassion, and dedication exemplify the very best of our industry,” said Edwin Murga, Regional Director of StoragePRO. “She is more than a store manager. She is a leader, a mentor, and a difference-maker for her team, our customers, and the communities we serve. We are incredibly proud to see her honored on this national stage.”
Some of Daisy’s most notable contributions include:
Daisy began her self-storage career in 2013 and has since managed multiple properties, assisted in new facility openings, and trained countless team members. Beyond her professional accomplishments, she enjoys baking as a creative outlet and cherishes time at home with her two dogs, Sonic and Scout.
This recognition from Modern Storage Media underscores what those who work alongside Daisy already know – her impact reaches far beyond occupancy numbers and operational metrics. She is a shining example of how self-storage professionals can change lives, one customer interaction at a time.
After more than two decades in the self-storage industry, I’ve seen the landscape, and my career transform dramatically. Facilities have altered from simple drive-up units and crude retrofits into sleek, high-tech spaces with climate control and remote management.
As the properties have become more sophisticated, so have day-to-day operations. It’s been quite a journey! Along the way, I’ve picked up valuable lessons about what works, what doesn’t and how to navigate the many nuances in between.
I began my self-storage career in 2004 as a floating associate for Storage Investment Management LLC (SIMI) while attending college full time. I filled in staffing gaps across New England—for example, when a manager was out on vacation—which gave me a front row seat to a wide variety of facilities and communities. One day I’d be working in downtown Boston, where I’d be juggling multiple tenant needs; the next, I’d be in rural Maine, where I might not see a single customer all day.
These experiences taught me early on that self-storage is anything but a one-size-fits-all business. Every facility has its own personality, rhythm and clientele. While standard operating procedures are essential, it’s just as important to truly understand your property and your customer base. Observe tenant behaviors. Ask people why they chose your location. Learn what matters to them and what makes you stand out from the competition.
The best self-storage operators take the time to tune in, listen and adapt. This deep understanding is the foundation of effective operation, including marketing. When you know what resonates with your unique audience, you can craft messaging, promotions and customer experiences that truly connect.
In 2007, I was promoted to property manager of SIMI’s flagship facility in Boston’s South End, an eight-story facility that included 700-plus traditional and climate-controlled units, commercial space, parking, truck rentals, billboards, cell towers—you name it. Our customer base ranged from luxury condo owners to individuals experiencing homelessness. It was a complex, demanding environment that taught me a lasting lesson: Leadership starts with action.
The days were long and challenging. I answered phones while cleaning bathrooms and booked reservations while sweeping hallways. But through consistent effort and motivation, my team and I transformed the site into a top performer. Never underestimate the power of a driven, supported team!
Working in Boston, I began to understand just how emotionally charged the self-storage experience can be for customers. Many are dealing with difficult transitions: divorce, job loss, downsizing, a death in the family. They may arrive overwhelmed, frustrated or even angry. Meeting them with empathy and patience can make all the difference.
I’ll never forget one tenant who stormed to the front desk, furious over a keypad issue in the elevator. I calmly walked her through the process, helped her to her unit and gently asked, “Are you OK?” She broke down, explaining she was in the midst of a messy divorce and living in limbo. We took a deep breath together. At the end of the day, she came back to thank me. A month later, when she moved into a new home and downsized her unit, she brought me flowers. That moment still stays with me because it reminded me that kindness is powerful, especially in self-storage.
By 2011, I had transitioned into the role of marketing manager, overseeing strategy for more than 30 locations. My focus was on driving revenue, increasing occupancy and enhancing the customer experience. It was a pivotal time, as the self-storage industry was shifting from traditional print advertising into the digital era.
One of my boldest moves was recommending that we eliminate our Yellow Pages budget. I promised our company president that we wouldn’t see a dip in rentals. I think he nearly fell out of his chair! But he trusted me, and we moved forward.
The result? Occupancy continued to grow, and our marketing became more targeted, efficient and measurable. It was a pivotal reminder that marketing must evolve to meet your customers where they are today, not where they were yesterday.
That experience also taught me that successful marketing requires courage, data and the willingness to evolve. Don’t be afraid to challenge the status quo, test new ideas and embrace change. Track what works, pivot when needed and never stop learning.
Self-storage may seem simple on the surface, but it’s anything but. It’s a real estate business, a service business and, most important, a people business. Over 20-plus years, here’s a summary of what I’ve learned: Listen to your customers, lead your team with empathy and never stop adapting. Because in this industry, flexibility and compassion go a long way.
