Build the Systems, Scale the Storage Business

What actually separates storage investors who scale from the ones who burn out? The deals, or the systems behind them? 

Joe Downs sits down with his own business partner, Tim Kane, co-founder of Belrose Storage Group and Storage Moguls and head of acquisitions for a platform with 20+ facilities and over $70 million in storage assets. 

Tim pulls back the curtain on the systems that took Belrose from three guys fixing gate codes at night to a multi-vertical platform spanning self-storage, Pro Storage, and industrial outdoor storage (iOS). 

From defining roles before you scale to leveraging AI and fractional talent, this is the storage investing playbook for anyone weighing their first acquisition. 

In a market this fragmented, the window to build your system is now.

Listen For:

2:38 Is self-storage as an organized industry really younger than McDonald's?

9:45 Do independent operators still own the majority of US self-storage facilities?

17:06 Does self-storage really have the lowest default rate in commercial real estate?

26:41 Is industrial outdoor storage commercial real estate's fastest growing asset class?

30:18 Does any single company own more than 5% of US self-storage?

CONNECT WITH GUEST: TIM KANE, CHIEF DEVELOPMENT OFFICER | VP OF OPERATIONS | BELROSE GROUP

LinkedIn | Belrose Group | StorageMoguls.AI | Email | Instagram

CONNECT WITH US

Joe Downs on LinkedIn

Belrose website | Belrose email | Belrose LinkedIn

Transcript

Joe Downs (00:00):

Three guys started this company doing literally everything themselves. We were sourcing deals, running numbers, signing checks, fixing gate codes at nine o'clock at night. Today it's a multivertical platform, self-storage, pro storage, industrial outdoor storage. And none of us are really doing what we used to do anymore. At least not the way we used to do it. And that's not an accident. That's called a system. And one of the guys who helped and was instrumental in building that system is sitting across from me right now virtually anyway. I'm Joe Downs. Welcome to the Storage Moguls podcast. My company's acquired, and I should say our company has acquired over 20 storage facilities. We've got over 70 million in assets across multiple storage niches. And we've seen this business from every angle, educated hundreds of students and learned firsthand who succeeds and why. And that's what drove us to build storagemoguls.ai, which is an AI powered community with the tools, the structure and the guardrails to teach people how to buy their very first storage facility.

(01:23):

And that's also why we launched this podcast, to bring you the lenders, the brokers and other industry pros as well as the real people who have successfully purchased their first self-storage facility so you can hear their stories and learn this business from the folks living it every day. And this is a weird one, my guest today because he's also my partner. I'm sitting down with someone I don't for the first time need to do research on because I built this company with them. Tim Kane is co-founder of Belrose Storage Group and the Belrose Group and Storage Moguls. And he's our head of acquisitions. And Tim sourced, Tim and I, I should say, sourced our off-market deals. Mostly Tim helped build the systems that let us scale, at least on the acquisition side, past what any of us could run alone. And he's still doing it today, not only for Belrose, but for TRK Properties and Silver Creek Homes, developing single family homes in the DC metro area and running that business alongside Belrose.

(02:25):

And I'll explain why later, why I'm bringing that up. Tim, welcome to the Storage Moguls podcast. This is actually your first time on it. You haven't even hosted it yet.

Tim Kane (02:34):

I know. I know, Joe. It's a big day.

Joe Downs (02:37):

Appreciate you

Tim Kane (02:37):

Having me, man.

Joe Downs (02:38):

Foreshadowing there because you will be hosting it someday. Oh boy. Oh boy. Tim, as you know, and you're not going to get off not doing what every other guest has to do. So you're going to answer a couple true false questions along the way. So before we get into it, Tim, true or false, self-storage as an organized industry is younger than McDonald's.

Tim Kane (03:10):

True.

Joe Downs (03:12):

That is true. The first modern self-storage facilities didn't open until the 60s and McDonald's was well underway by then. All right. Tim, or folks I should say, I want to back up and tell you a real story about how Belrose got built because it wasn't one guy doing it all. There were three of us actually and we each owned a different piece. And frankly, we all overlapped in the beginning on some of the pieces as well, which was another thing we learned along the way. Tom and I, our other partner, Tom Dunkle, ran more of the relationship and capital side from an equity raising and investor standpoint. And then Tim and I ran the off-market deal sourcing. We didn't even have a broker channel. We just kind of all just responded to emails as they came in, I guess. But since that time, this is going to be kind of funny walking down Memory Lane here with you and it may be a little embarrassing, but then Tim went and started building an operating system underneath it all, which created division of labor.

(04:27):

And that division of labor is the whole reason that Bell Rose was able to scal past a couple of facilities and into a real platform. But let's start off Tim with, because I want the folks listening to understand who you are, where you came from, et cetera. What were you doing before Self-Storage? Wha pulled you toward Self-Storage?

Tim Kane (04:50):

Yeah, it was a pretty common story. I was Department of Defense. Well, that's not that common. Department of Defense right out of school. But then with the entrepreneurial blood in me, I didn't last long there. And I jumped ship after I had enough reserves in the residential world. So I came from the fix and flip realtor world as a lot of people do. What I did was I created a very high paying, high stress job with no wealth. And when I met you and Tom in 2018 or so, that was me reaching out to my mentor at the time saying, "Hey man, this isn't sustainable. I'm burnt out in my early 30s. What can I do? " So he told me, "Go research commercial real estate because it's the same amount of work with more commas than zeros." And that's what I did. I looked at mobile home parks and self-storage and that's when I met you.

(05:48):

And that's when it was clicking that what I knew in residential real estate on the acquisition off market, that was a value add to self-storage at the time, hence the partnership.

Joe Downs (06:00):

Yeah. It's so funny that you and Kristen Blanc, another founder of Storage Moguls, both were doing the same thing. In fact, that's how you guy

Tim Kane (06:08):

Knew

Joe Downs (06:08):

Each other.

Tim Kane (06:08):

That's where we met. We knew each other before. Yeah, that's exactly how. And we vented to each other on this exact topic, which is funny. Just

Joe Downs (06:15):

A couple of resi folks doing resi things that were very transactional, right? Tim, how do you... I'm asking you this question not as your partner putting you on the spot, though you could read into it if you want. I'm asking this on behalf of the listener who's thinking I'm already in resi, or I'm a nine to five job. How could I possibly have the time to add on whatever in my head I think it is required of me to get into self-storage? So how do you split your time between your TRK Properties/Silver Creek Homes and a full-time operation at Belrose? How do you do that?

Tim Kane (07:05):

Yeah. And I love this question, man. And it's so timely and my answer is completely different if you were to ask me in 2018 when we met, right? Completely different answer.

Joe Downs (07:19):

So give me the 2018 version and tell me how it's different today.

Tim Kane (07:21):

Yeah. So 2018 version, because I lived it. You got to remember before we were making income and storage, there was a buildup. We had some buildup time together until the first transactions hit, we got our systems in place. So I was still doing 40 to 50 flips a year and learning storage, building out the systems and the team. And I tell you, man, it was not sustainable, very close to burnout because the AI wasn't there yet. And I also identified holes that we learned from later on. But now fast forward to 2026, dude, I think we just hit the first billion dollar one person company in the last month.

Joe Downs (08:06):

The first

Tim Kane (08:06):

Billion,

Joe Downs (08:07):

First solopreneur who created a billion dollar valuation

Tim Kane (08:12):

On his own

Joe Downs (08:13):

Using AI.

Tim Kane (08:14):

Yeah, man. There's no reason. That's why I'm so excited for this question 2026. So I'm a big component of automate the repeatable, partner on the technical and protect the irreplaceable. And what I mean by that, automate the repeatable. That is just there's so many CRMs that are integrated with Claude, ChatGPT, whatever you want to use. CRMs, they're inexpensive now and they're automating things for you where you don't have to keep track of hundreds of leads. You can automate a lot of things. Bookkeeping, et cetera. Partner on the technical. Those are things like what you're not good at. And you're a huge Dan Sullivan student. So focus on your unique ability. So what you're good at and what comes easy to you, that's what you're going to use in storage too in 2026. Don't change anything. If you're good at acquisitions, business development, relationships, automate and partner on everything else, leveraging AI and partnerships, fractional roles.

(09:20):

There's no excuse why you can't do that now. If you're more of an underwriter or you like raising capital or you're more of a analytical, deep thinker building systems, great do that, but then go automate and partner your marketing team. So there's no reason why you can't do that now.

Joe Downs (09:45):

All right. Let me shift gears here with another true/false here, Tim. The majority of self-storage facilities in the US are still owned by independent non-institutional operators.

Tim Kane (10:02):

That is true. That is true.

Joe Downs (10:04):

That is true. Independent non-institutional owners hold a clear majority of US self-storage facilities. The largest public REITs combined own a minority of the total national square footage. Here's a fear, Tim, that I want to hit head on for folks because it's the one that keeps a lot of people from ever partnering up on their first deal. There's this fear of going from zero to one and thinking you have to personally handle every single part of it. I want you to touch on that here because neither Tim nor I could build a financial model ourselves, or at least not a very good one. Underwriting was never our superpower. My superpower is picking it apart, but building it, not for me. I'm your worst critic as a partner if you're the financial modeler. But I live in a glass house because I cannot throw those stones. If nobody in a partnership actually owns that seat, you skip details during due diligence.

(11:19):

This is the model building seat. And when you skip details, you're more likely to buy a liability than an asset. So Tim, where would Belrose be today if nobody had owned the analyst seat?

Tim Kane (11:36):

It's scary to think about. That is very scary. And I think we might've gotten away with a few and got lucky with the COVID boom. We got into storage in a good time and COVID made everyone look like geniuses. But we would've picked up a few liabilities potentially and we would not be talking about 70 million AUM on this podcast with hundreds of students and different niches in storage as we sit today. I know that. And oh man, that's just scary even thinking about if we knew, I think we knew our weakness right off the bat and we adressed it immediately.

Joe Downs (12:18):

Well, we even went through a period where we had the wrong person in that seat. So we got a firsthand look at what that looks like. Tim, you were unfortunately up close and personal in that situation. Give us a window into, because we're talking about putting people in the right seats. What happens when you put someone in the wrong seat?

Tim Kane (12:48):

And there's a couple different people in the wrong seat because it could be two things. So it could be a culture thing and a productivity thing, but the underlying ones are, this is where it gets scary. We were growing so fast and we though that, okay, this financial modeler's underwriter, they have their credentials. They knew what they were doing. We weren't experts by no means. So it was almost like we were taking it at face value. But then when I was dealing with it and it started rearing its ugly head in operations where, wait a second, these rate increases are very high and our occupancy is semi-stabilized. So we don't have the confidence as if we were stabilized. We can't do these rate increases. And then what happens is it compounds. Compounding is really cool unless compounding goes both ways. Yes, it does. So the issues compounded and all of a sudden our models, our actuals were not matching our financial models and it was rearing and you're caught in it.

(14:05):

And then you're spending a lot of time fix... That's the other deadly thing that people don't talk about. The amount of time and effort it takes to fix these mistakes early on takes away from what you should be spending your time on. And that is the deadly part of growth.

Joe Downs (14:24):

Tim, I want you to speak to that. It's one thing to build a system and create seats and put people in them. How do you go about making sure you have the right person in the right seat? And again, we did. By resume, we had the right person in the right seat. How important is it to make sure that that person actually knows what they're doing and talking about? And what do you do if they don't?

Tim Kane (14:50):

Yeah. Yeah. And so addressing the first one, that's the tough thing about everyone always says, and I'm a firm believer of partner or hire what you need. Joe, you're a visionary. You know your strengths, business relationships, et cetera. So you hire the opposite of an analytical underwriter. So it's tough to check that work. So the biggest thing is KPIs, accountability and making sure it's a right culture and it's a intrapreneur and it's a right team member early on and go that extra step. I think one of the things that we got wrong earlier is we hired fast and then there wasn't a lot of accountability and front loading of training accountability.

Joe Downs (15:41):

So folks, you don't need to be good at everything. You can leverage, you can build systems, you can put people in place or agents in place, agents being AI agents. But you do need to be honest about what you're not good at. And you got to make sure someone owns that and that there is accountability attached to that. Once we did that, once we made that, and that sounds just like it should be that way. That should not be an epiphany for anyone. But when you're going a million miles a minute and you're growing and you got wearing a lot of hats, sometimes it feels like a relief to just put somebody in a seat because it's off your plate. But you cannot rest your laurels there. You as the owner need to make sure, and this is true whether you buy facility and you outsource it to a third party management.

(16:41):

You can't just assume everything's going great. There need to be KPIs. There needs to be accountability. There needs to be whatever the check-ins are, which is accountability of course, but that's still part of the job and this is any business. And I think that gets missed a lot and it's part of our story. It's part of what made us who we are. So that's why we built storage moguls.

(17:06):

And that's why when we stand on that quote unquote virtual platform stage, we can say we've made mistakes and we're here to help you hopefully not make them. We made them. We've got the battle scars. Tim, true or false, self-storage is one of the lowest historical default rates of any commercial real estate asset class.

Tim Kane (17:29):

That is true.

Joe Downs (17:30):

It is true, Tim. It's even lower than office retail or multifamily. All right. Let's get tactical, Tim. Let's

Tim Kane (17:39):

Do it.

Joe Downs (17:39):

Because this is a question I get asked more, I don't know, almost than any other. How do you actually define roles before you scale instead of figuring it out under pressure? And I wish I had asked you that a while ago.

Tim Kane (17:55):

I know, right? Well, we're learning now, right? So I

Joe Downs (17:59):

Think the biggest thing - Hold on. Answer this for me for a first time. Hat do they need to know about defining roles before they scale? So whether they're a solopreneur, a husband and wife team, business partners, they're going to need clearly defined roles, right?

Tim Kane (18:19):

Yeah.

Joe Downs (18:21):

So help us understand what do those roles look like? And also for management, self-managed, hybrid, third party. They're all possible for every facility. How do you define... That's probably too much. Let's take these in parts. Let's do the roles first and then I'll ask the management a second.

Tim Kane (18:44):

Yeah. So just the roles, it's very important. There's also, I want to keep people away from our mistake too on this roles. You're not defining roles for your current team and personalities. When you do your org chart, you are calling it a acquisition manager, a CFO, a broker, a marketing expert. You're not calling it Joe, Tim, et cetera. You're not building roles. A lot of people, including ourselves, built roles for what we already had and then we were fitting roles into what were skillsets, if that makes sense. We did it reverse. So the first thing you want to do is, again, we live in the day and age where I'm a firm believer you do not have to go and learn a new skill and get okay at something when you have AI fractional work and other professionals that are already doing it 10 times better.

(19:44):

Focus on what you're good at and what you enjoy doing and comes natural to you. That is the secret sauce of you. Then your roles you're describing, you want to go off of your business plan. So if you're a husband and wife and you want to buy five facilities in the next three years, it makes no sense to hire seven acquisition professionals in your org chart right off the bat and with a heavy payroll and a brick and mortar. So it really starts with your business plan and reverse engineering that. So that sounds like there's one acquisition manager in a fractional way that could do it, kind of maybe do it for you kind of thing, or at least build out the system. It's you're making decisions as your future self owning five facilities and then you build out the team to get there.

Joe Downs (20:35):

Okay. So if you're a solopreneur versus a husband and wife versus two business partners, how does role definition actually change across those three in your mind?

Tim Kane (20:52):

Solopreneur I would say is the you focus... Solopreneur is the most straightforward to me because that's what I was. So 2018 going into this, that was you focus on what you're good at and what you can do and what your bandwidth. I'm a big believer of build the system where you want to be, not where you're currently at. So as a solopreneur, focus on your unique ability and then build out the skill sets that you're not good at or don't have time to do. So for example, mine was lead generation acquisitions. So I went and partnered with you guys for capital raising, legal, business relationships, more of the maturity of a business while I was the deal hound at the time going and sourcing deals for the team. So that solopreneur I think has the most flexibility in my opinion.

Joe Downs (21:48):

Yeah. And it's probably the same answer across all three, right? The husband and wife, what are you good at? What aren't you good at? But you need to identify what you're good at and that's probably something you enjoy.

Tim Kane (21:59):

And comes easy to you.

Joe Downs (22:01):

And it comes easy to you. That's a basic strategic coach unique ability principle. If you're good at it, it probably doesn't feel like work. And if it doesn't feel like work, it's probably fun.

Tim Kane (22:15):

But that goes back to the systems, the business plan, the systems, the org chart, KPIs and accountability early on, that will solve everything. And we're not talking a six month process and you can't start doing business. That's the other thing too. We're not saying you need to spend six months editing business cards and doing this. You can do it while you grow, but it needs to be done in the early stages.

Joe Downs (22:40):

Yeah. And you're right. You got to define the roles and purpose and do it early, like you just said, before the pressure forces you to improvise. And those are some of the mistakes we made. And the decision to do that early saves more deals. I will save more deals, I think, and partnerships than maybe almost anything else.

Tim Kane (23:01):

100% because it's usually a partnership or it's usually not the asset and storage because we all know how amazing storage is. You just went over the default rate. It's usually the inner workings of a company that did not take the time to do this on the front end and is paying. And it's unfortunate and they're paying for it on the back end.

Joe Downs (23:20):

And it doesn't have to be a heavy lift. And by the way, most listeners don't want to become Belroads. They just want to buy their first deal. So we're not talking about a heavy lift here. No. And I love what you said Tim earlier. You're going to do well on the last question. But you have to build a system for what you want to be operating and the way you want to be operating in five years. And you can start building that system with one, with one facility, with just you as yourself.You might look at, I want to own a storage facility. You might be thinking to yourself right now, okay, and I have a full-time job. All right, so how am I going to do it? Well, your system might be to go to storage moguls and learn the business through the education platform and maybe partner up with somebody through the community.

(24:09):

Another system, husband and wife team that we've educated, he's out finding the deals, doing a lot of the work. His wife is very involved, but her role is going to be the one that answers the phone and manages it.

(24:24):

And they've both had that healthy conversation about how that matches actually both of their unique abilities and they're very happy with it. And that doesn't sound like a system, but it is.

Tim Kane (24:36):

But it is. And I love that combo. It doesn't have to be

Joe Downs (24:37):

Complicated.

Tim Kane (24:39):

Yeah. It doesn't. It's simple systems that are repeatable. And I love that husband wife combo you just described. I absolutely love that because your overhead is so low. And also just you already have that underlying trust and that entrepreneurship and team, the right culture. I love that.

Joe Downs (24:57):

The beauty of it too, in addition to what you said is he's doing what he really likes to do. He has been tenacious out there finding deals. No one is finding more deals. His name's Mike. No one is finding more deals than Mike right now. Because Mike is in his happy place. He's not behind a desk at a Fortune 500 type of company anymore

(25:19):

Doing HR. He's out in the field. He's taking his HR skills out on the road and talking to self storage owners who are in their 70s and 80s and he's loving it. He's having fun and he gets to get out there and drive an hour here, this and that. And he's got his wife Stephanie with him and they're a team and they're just in their glory and they're having fun. And some more work is about to happen as things get real. They're closing on their first deal, but they already know how that's going to be managed and how they're going to handle it. And he's not slowing down. He's got two more he's talking to. But they built a system and it's not an overly complicated system. It's a very simple system. And they're following the playbook. And the point I'm trying to emphasize here is they're having fun doing it.

(26:10):

And when it's fun, it's not work.

Tim Kane (26:13):

Yeah. And the trickle down effect, Joe, just the last thing on that, with us both being fathers and family men here, their actions that they're showing their kids right now are, you can't measure that. Just their kids watching them work as a team and going out and crushing it actions speaks so much more than words. So I just love that story of Mike and Stephanie.

Joe Downs (26:41):

Tim, true or false, industrial outdoor storage or iOS as we affectionately call it, is one of the fastest growing and least institutionalized asset classes in commercial real estate today.

Tim Kane (26:53):

True.

Joe Downs (26:54):

It is true. iOS has drawn a wave of new institutional and private capital in recent years, precisely because ownership remains highly fragmented and under capitalized compared to other commercial real estate sectors. Tim, I want to talk about where this actually goes once the systems are in place because storage isn't just self-storage anymore. Tim's been building out our pro storage and iOS verticals or niches, whatever you want to call it at Belrose. Not as a separate project per se, but as an organic extension of the same systems conversation we've been having this whole episode. So how did the systems that worked for self-storage, once we made all our mistakes and put the right systems and people in place and everything, how did the systems that work for self-storage translate Tim into ProStorage and iOS?

Tim Kane (27:52):

Yeah. And this is one of my favorite topics to talk about because it all starts with the team and systems accountability and KPIs. That is agnostic. That team, that system is agnostic to the niche, the asset class. You can take that system and place it anywhere. And when we went into industrial, we did ProStorage first. Yes, there was some learning curves on the market analysis. Oh guess what though? We've got an amazing team and amazing systems in place with Claude as well as fractional roles to handle that for us. So some basic niche knowledge. But after that, it's the same exact system. You already have it up and running and it doesn't matter the product, the asset class. You can use that in any system with some front loading on the knowledge. There's little tweaks that you will get through very quickly, but that's my favorite thing about the right people in the right seats with the systems.

(29:00):

You can evolve with the industry.

Joe Downs (29:03):

And Tim, that's a great answer. Thank you. And so right. I forgot to introduce what Pro Storage is.

Tim Kane (29:12):

Yeah. Yeah. I'll give you the 30,000 foot view here. So Pro Storage is a mixture little child of small bay flex and self storage. Pro storage is meant for professionals. Think of small business owners, contractors, but also duality with boat and RV and the recreational world. These are larger format storage units and 450 square feet to a thousand square feet with 14 foot doors, wide drive aisles. It's built for businesses. And why we love it so much is it's in very high demand. When you're competing up against small bay flex, a lot of people, a lot of contractors, business owners like the flex... Ability, the month to month rent. So it's a niche inside of storage where we found that on the development and the operational and the attractive side, Pro Storage I think has a long runway and we're really excited about it.

Joe Downs (30:18):

Very cool. So like you said, it's the same playbook, this new vertical. Once you've built the systems one time, they travel, right? And that's the whole point. True or false, no single company in America, not even the largest public REIT, owns more than about 5% of all self-storage square footage in the country.

Tim Kane (30:45):

That's a good one. I'm going to say that's true.

Joe Downs (30:50):

It is true. Self-storage actually still remains remarkably fragmented at the national level. Even the largest public operators each hold only a small single digit share of total US self-stored square footage. And that's the whole opportunity, one stat right there. Nobody owns this market. And that's exactly why the team and the systems around you matter so much. All right, Tim, last question here. I actually think you're going to do very well. I've already alluded to that based on how you answered a question earlier. Tim, have you read the book Be Your Future Self Now Yet?

Tim Kane (31:28):

Yeah, yeah. Read that one. We love that one.

Joe Downs (31:31):

You have read it. I was hoping you had. Then I don't need to explain to you what it's about. So Tim, I ask of every guest of the Storage Moguls podcast, the last question. Where are you going to be in five years? If you were recording a video tonight to be released in five years, what would you say on it? Who is Tim Kane in five years? What is he doing? How big is this portfolio? Let's say

Tim Kane (31:58):

You, sir.

(32:00):

Yeah. Thanks for asking that. And that's a great question. And I'm actually not going to go the KPI number route. We've talked about this a lot, what true wealth means to us. And that's the freedom of time and spending your time with who you want to when you want to. So I would say in the five years it's a lot of the heavy lifting and the portfolio is healthy. We're at a revenue number that makes sense where the quality of life and focusing on relationships, family and friends, et cetera, travel is more robust. And there's a healthy team under us that is absolutely crushing and is nimble and using the systems we put in place and then championing our team. Moving into that more of that championing big picture and the day-to-day lessoning and lessening to spend the time where I want to and who I want to spend it with.

Joe Downs (33:06):

And that's a great answer. What are you doing today to make sure that happens?

Tim Kane (33:11):

Yeah. It's great episode to talk about that, right? It is. And I know we've probably said systems a hundred times in this episode, but that's truly what it is. It's leveraging your unique ability, being realistic with yourself, making decisions as your future self. That's the biggest thing. Guess what? That's a system. There's your check. There's your, should I take on this opportunity? Let me check with my future self. That doesn't really fit. That t-shirt manufacturing company is for sale, but it doesn't fit what my wife and I are trying to do. And that could be the three facilities in five years kind of thing. That's a system already. So it is. It's making decisions as you're already there, making decisions as your future self and spending time on the business is as or more valuable than in the business and that will get you there.

Joe Downs (34:07):

I love it. Folks, here's what I want you to take away from today. The thing that let Belrose scale wasn't working harder. Believe me, we were working plenty hard, but it wasn't until we put systems in place, thanks in large part to Tim, but put systems in place and us respecting the seats that needed to be filled by someone other than us. And that's available to anybody listening right now. So if you want to go deeper on how to actually do this, the models, the mentorship, the community, go check out storagemoguls.ai. It's free to join. There's weekly calls. You will not be disappointed, but these are the things we talk about there. All right? Please like, subscribe and share. And especially if something Tim said about defining roles hit you today or excuse me, or systems, share it with that specific partner or spouse that you're trying to build something with, even if it's not self-storage.

(35:13):

They will definitely thank you for it and you will both grow from it. All right. Folks, there is a seller out there right now who's ready. So stop watching, start moving, drive for dollars, send the LOI. We'll see you next week.