Financials you can actually trust to run the business.
Backed by a team including accountants and CPAs, we keep the books clean, the trail auditable and the monthly statement arriving on schedule — without you having to ask for it.
What you receive, and when
The most common complaint we hear from owners about their previous manager is not performance. It is that they could never get a straight answer about the numbers, or had to chase for them.
- Owner dashboard. Owners will have up-to-the-minute access to property performance.
- A monthly rental report and operating statement, delivered by the twentieth day of the following month. Not on request — automatically.
- KPI tracking covering occupancy by unit type, street and effective rates, move-ins and move-outs, delinquency and collections performance.
- Access to the underlying records. Books, vouchers, invoices and files relating to the property are available to you or your accountant on reasonable notice.
- Cash-basis books as standard. We keep the property on a cash basis by default and stay consistent. If your accountant needs accrual, we will accommodate it — just tell us at setup.
How the money moves
This is the part owners worry about most, so it is worth spelling out.
Collection
Tenant rent and fees are collected into a property operating account. Those receipts can include funds belonging to several parties — the owner, tenant protection premiums, sales tax and payables — each accounted for separately.
Disbursement
Property expenses are paid from the operating account in a defined order of priority: operating and maintenance costs first, then property taxes where you have asked us to handle them. Debt-service payments stay with you — we do not make them on your behalf.
Distribution
Surplus is distributed to the account you designate, on a monthly cycle, alongside the reporting that explains it.
An operating reserve is held so the property can meet its obligations without waiting on a transfer from you. It is replenished from receipts, and can be reduced once the property has demonstrated consistent positive cash flow.
Expense discipline
Managing costs is a meaningful part of NOI and one that often gets less attention.
- Vendor selection and pricing. We buy across a large portfolio and select vendors accordingly. Where we use an affiliated service, the pricing does not exceed what an unrelated third party with comparable capability would charge.
- A spending threshold you set. Non-recurring expenditure above an agreed amount requires your written approval. Emergency repairs, recurring operating costs, utilities, taxes and insurance are excluded, so the property never stalls waiting on a signature.
- Shared costs allocated transparently. Where a cost genuinely spans multiple properties, it is allocated on a consistent and explainable basis rather than arbitrarily.
- Capital projects separated from operations. Capital work is discussed, scoped and approved on its own terms rather than buried inside an operating statement.
Audit-ready by default
Whether you are refinancing, bringing in a partner, satisfying a lender or eventually selling, the quality of the records matters as much as the performance they describe.
A property with three years of clean, consistent, well-documented financials is straightforward to underwrite and to sell. One with informal records, gaps and unexplained adjustments raises questions at exactly the moment you least want them, and buyers discount for uncertainty. We keep the books in a state where that conversation is easy.
Taking the books over from a previous manager
If you are leaving another management company or purchasing a property, the handover of financial records is the part most likely to go badly.
We work from a documented onboarding checklist that begins roughly thirty days before go-live. On the accounting side that means establishing the opening position properly: verified rent roll, prepaid rent and deposits, outstanding receivables and their age, deposits held, pending lien and auction files, active promotions and concessions, vendor contracts and outstanding payables, and the sales tax position.
Anything that is wrong on day one is wrong for as long as nobody notices, and the previous manager's incentive to help fades quickly after the final invoice. We would rather spend the time establishing an accurate baseline than spend the first quarter arguing about whose number is right.
Where a property is coming from self-management with informal records, the same applies with less paperwork and more conversation. Neither is unusual, and neither is a problem if it is handled deliberately.
The same books, the same cadence and the same controls we use on the facilities we own.
The records that matter later
Some documentation exists for the monthly statement. Some exists for the day somebody asks a harder question.
Lien and auction files
Delinquency in self-storage ends, when it has to, in a statutory process with notice requirements and deadlines. Each file is documented as it goes rather than assembled afterwards, because an incomplete file is where the liability lives.
Sales and rental tax
Storage rent and tenant protection are not always treated the same way, and treatment varies by state across our footprint. It is tracked separately and remitted correctly rather than netted into a single revenue line.
Insurance and vendor records
Certificates, policy periods and vendor agreements kept current and on file, so a claim or a renewal does not turn into a search.
Tenant lease records
Executed leases, addenda, protection elections, rate change notices and correspondence retained against the tenancy. When a dispute arises the answer is in the file rather than in somebody's memory.
Send us twelve months of financials. We will show you what the property is leaking.
A free, no-obligation NOI audit from a manager that runs 60+ properties on the platform it built — including the ones it owns. No cost, no commitment, and you keep the analysis either way.
Free Facility Performance Review