Why I Bought 160 Storage Units After Stepping Back

I didn’t plan to restart the podcast with storage units. But when I reviewed my portfolio, I saw a problem most investors ignore: unpredictability. C and D class rentals were draining time and energy through heavy collections and slow-paying tenants. Even with the late fees, the stress outweighed the gain.

“I needed to start diversifying where my income was coming from.” That realization hit after too many months of chasing rent while trying to recharge. So I made a shift.

In 11 months, I closed on 160 self-storage units across three facilities. All seller-financed. All structured to run with fewer headaches and steadier cash flow. “We go and pay recurring 70, $80 a month for a self storage unit. And I wanted a piece of that income.” That became the model: automated payments, straightforward operations, and an asset class people use even in downturns.

Most people chase the next shiny thing. I was focused on building stability. This wasn’t about growing fast. It was about building smart.

Diversifying without intention doesn’t work. You need a reason and a clear plan.

Here’s why storage made sense:

• Seller financing gave me leverage without heavy upfront capital

• Most customers are on autopay, ensuring reliable cash flow

• No tenant evictions or midnight maintenance emergencies

• Facilities were underperforming but showed strong upside potential

• One came through helping a friend exit a bad deal

• Operational simplicity compared to rental properties

• Easy to train others to manage day-to-day tasks

This wasn’t a reactive move. It was a step toward predictable income. “It’s not about chasing more deals, it’s about building income that can’t be knocked over by one bad month.” Storage provided both breathing room and focus.

It also reshaped my vision for this podcast. When a strategy simplifies life and still builds wealth, it’s worth sharing.

Most people keep those strategies hidden. I plan to unpack them.

If you’ve delayed building scalable income streams, it might be time to look past rentals. It might be time to simplify.

What Two Motels Taught Me About Real Risk and Real Returns

Motel ownership wasn’t in the original plan. But once the storage deals proved themselves, I asked a tough question: what other assets could help smooth out income volatility? That’s when two motel deals—100 doors total—landed in front of me. I said yes.

“I also picked up a couple of motels… 100 doors of motel.” These weren’t just buildings. They were businesses. Suddenly, I wasn’t just investing—I was managing guests, teams, and daily operations.

What surprised me wasn’t the risk. It was the rhythm.
Unlike rentals, where income comes monthly, motels move fast. Guests cycle daily. Inventory turns over by the hour. Success depends on efficient systems, not background checks.

“I had to deal with staffing… keep things looking great for guests.”
That meant learning everything from linen inventory to online reviews. One missed cleaning or poor check-in could ruin bookings for a week. Real estate isn’t passive when you’re running operations on weekends.

Here’s how I kept the chaos in check:

1. Build vendor relationships before they’re critical

2. Automate restocking by setting inventory minimums

3. Use a daily turnover and communication checklist

4. Run bookings and guest messages through cloud software

5. Invest in professional photos for your online listings

6. Train staff to resolve issues quickly and confidently

7. Track errors and patterns to improve systems

“We’re buying motels… and I’m learning with entering the motel space.” I didn’t expect to enjoy the pace. But once systems clicked into place, I saw the opportunity. Motel revenue isn’t capped—it scales with occupancy and experience.

What started as a diversification play became a business education. Most investors stay in one lane out of habit, not strategy.

Better returns often mean choosing the unknown. Motels taught me that the real risk isn’t in the asset. It’s in refusing to adapt.

Late Fees vs Autopay: Diversifying Real Estate Income

There was a week—right after the first of the month—when my phone wouldn’t stop buzzing. Tenants had excuses. The team had questions. Collections were a mess. Late fees were adding up, but I was drained. Every dollar came with a delay or a demand.

Meanwhile, I logged into the self-storage account. Deposits were already in. No calls. No drama. Just rows of $70 to $80 payments, steady and automated. “We go and pay recurring 70, $80 a month for a self storage unit. And I wanted a piece of that income.” The money was the same—but the energy wasn’t.

When your income depends on chasing rent, every month feels uphill. But when it’s structured for consistency, your business runs without you.

Most people define diversification by property type or location. The better question is: which income drains you, and which supports you?

Here’s how I started measuring the difference:

• Percentage of income on autopay

• Inbound calls per unit per month

• Days late on average rent payments

• Time and cost tied to collections

• Weekly involvement required per property

“It’s not about chasing more deals, it’s about building income that can’t be knocked over by one bad month.” That level of income takes planning—and the courage to shift.

Late fees feel good until you realize they cost more in energy. Autopay feels slow—until you realize it’s steady and silent.

That shift changed everything. I moved from landlord to strategist. I stopped tracking rent and started tracking peace of mind.

Not all money is equal. Some dollars are clean. Some come with noise. Start paying attention to which is which.

The Capital Playbook That Funds My Deals

There’s a moment that never gets easier. You’re staring at a deal that works—on paper, in numbers, in reality—but the money isn’t there yet. You’ve run the math. You’ve done the work. But deals without capital go nowhere.

“I’ve started promoting myself on social media… that is allowing me to meet people from all walks of life.” That shift wasn’t about ego. It was about execution. Deals were lining up faster than funding. So I made it simple for people to see what I do, how I do it, and how they could participate.

“You get your money back in 12 months and you got 8 to 10% on your cash.” That’s the offer. But delivering takes structure, trust, and communication.

These are the rules I follow:

1. Protect principal first—return of capital before return on capital

2. Use simple terms: 12 months, fixed rate, clean paperwork

3. Explain real risks and exit plans early

4. Accept capital only after full underwriting and commitment

5. Share monthly updates, even when nothing changes

6. Never miss payments—ever

The stakes aren’t just financial. They’re relational.

Raising capital isn’t pitching. It’s stewardship. You’re not selling—you’re managing someone else’s trust.

Deals don’t fall through from lack of potential. They fall through from lack of clarity. So make it clear. Then overdeliver.

Lessons from a Partnership I Had to Walk Away From

In 2021, I said yes to a partnership that looked great on paper. We were aligned on the surface—shared goals, shared deals, shared upside. But it didn’t take long to see the cracks.

“I took on a partner that raised capital for the motel deals and got a portion of equity for those deals.” At first, it felt like leverage. More deals, more money, faster movement. Then came the misalignment—different communication styles, unclear boundaries, shifting expectations.

One week, a major vendor issue hit one of our motel properties. I reached out urgently, ready to address it. The partner went silent. No replies, no updates, no accountability. That’s when I knew. I wasn’t just managing a property—I was carrying someone else’s absence.

It didn’t blow up. It faded. Quiet distance, missed calls, and finally the realization: I was better off exiting.

Here’s what that experience taught me:

• Capital is cheap. Alignment is not.

• Equity is forever—don’t give it to temporary relationships.

• You can’t coach communication. If they don’t talk early, they won’t talk when it matters.

• The wrong partner multiplies stress, not results.

• A clean exit is better than a messy holding pattern.

“I’m no longer in that partnership, and I think I’m comfortable now kind of discussing why that is.”

This wasn’t failure. It was tuition.
Sometimes the most valuable thing a deal gives you is clarity about what not to repeat.

I’m still open to partners—but now I know what to ask, what to document, and when to walk away.

Don’t Just Look at It—Grab the Map

I came back to the mic because I realized something during that motel partnership: silence solves nothing. Whether it’s your health, your portfolio, or your goals, avoiding action never brings clarity.

This podcast isn’t about inspiration. It’s about implementation. Every deal I discussed—storage, motels, capital, partnerships—came from doing the work and confronting what wasn’t working. “I stopped seeing capital raising as begging or pitching. I started seeing it as stewardship.”

That shift is the whole story.

If you remember one thing, remember this:
Real estate is not about how much you know. It’s about how many decisions you’re willing to make with clarity.

So make one today. Not a giant leap. Just one clear next step.

Look at your current income sources.
Ask yourself: which one drains you, and which one runs itself?

Now write it down. One line. One truth. One place to pivot.

The map isn’t complicated. You just have to stop staring at it and start moving.