Modern Maverick: How Travis Morrow Is Paving His Own Self-Storage Path

Travis Morrow is a self-storage developer, owner-operator, co-op founder and CEO, publishing magnate, highly sought-after industry speaker, godfather of the YLG, and former board member of both national and state associations. While his credentials might make it seem like he is part of the industry’s established, “old guard,” Morrow doesn’t see it that way. In his nearly 25 years in self-storage, Morrow has never been shy about pushing boundaries in an effort to advance the industry. He truly is a “modern maverick.”  

Pushing the industry to grow and modernize is only one of the many hats Morrow wears. He also serves as president of National Self Storage, CEO of StoreLocal, and CEO of MSM.   

Award-Winning Development 

For Morrow, successful self-storage development isn’t just about location—it’s about vision. With decades of experience in both feasibility consulting and ground-up construction, he’s seen firsthand how the best facilities are those that blend strategic site selection with forward-looking design and technology. 

“If you’ve never built a storage facility before, you know that starting with a feasibility study is mission critical,” he says without hesitation. “Just because you can build it doesn’t mean it will perform.” The cautionary note is rooted in experience: overbuilding, poor market research, and misguided site selection continue to be some of the most common missteps among new developers. As Morrow explains, “Storage may look easy, but it’s not a guaranteed success story. Competition, saturation, and demand vary drastically by market.” 

Morrow favors modern, multistory, climate-controlled facilities—developments that optimize land use and elevate the customer experience. These designs allow operators to build in markets where land is scarce and high-value customers are close by. “You don’t need sprawling parcels anymore,” he says. “You need smart architecture, and you need to pack more value into every square foot. 

But for Morrow, a good development goes beyond structure. It’s about integrating the latest technology from day one. From smart entry and locking systems like Nokē to LED lighting, digital signage, and data-rich property management software, these features aren’t afterthoughts—they’re central to the project’s long-term success. “Every time I develop a facility, I ask: what technologies can I include that elevate the customer experience? That’s the bar now.” 

And that bar continues to rise. Morrow encourages developers to look at the tools available to them, like Radius+ or TractIQ, to evaluate site viability before ever setting foot on the property. “These platforms can automate so much of the initial homework we used to do by hand. But even then, you still have to visit the market. You still have to understand zoning, competition, permitting, and local demand.” 

He also stresses the importance of looking for unique market gaps. “No market is completely covered. There are always underserved areas. The key is using data to find them and building a project that meets that specific market’s needs.” 

In addition to market analysis, Morrow warns developers not to underestimate the long-term operational impact of design decisions. “What you build directly affects how efficient your operations will be down the line. Technology, security, even things like site layout—they all shape the customer experience and your team’s ability to manage it effectively.” 

Finally, he offers one more piece of advice: Think beyond opening day. “A facility isn’t finished when it opens. That’s just the beginning. Great operators continue to reinvest in their sites, modernize their tech, and adapt to the market. I view a facility as a living, breathing organism—you need to continually care for it and evaluate it against the needs of your customer base. Neglect is an occupancy and rental rate killer.”  

In short, building for the future means designing for flexibility, performance, and experience. For Morrow, that means every great development starts with a smarter question, not just can we build it, but should we—and how can we build it better? 

Putting this development philosophy into practice has generated incredible results for Morrow. In 2018, National Self Storage opened doors at their flagship property in Marana, Ariz. While this three-story, 636-unit facility may officially be known as National Self Storage Dove Mountain, it has been unofficially coined “The Ritz Carlton of Self-Storage” for its modern, eye-catching design and litany or smart technology that enables a world-class customer experience.  

That same year, the “Ritz Carlton of Self-Storage” won MSM’s Overall Facility of the Year Award for its modern design and smart features; however, for Morrow, modern design and smart technology is only one part of the equation, stating, “at the end of the day, the property has to perform.” 

And perform it did. This award-winning property achieved 85 percent physical occupancy in under two years, while outperforming market rents by 20 percent. This unparalleled performance allowed Morrow and his team to develop a second ultra-modern, high-tech property in that market in 2022 to capitalize on the unmet demand.  

Maverick Operative 

In an era where consumers expect on-demand everything—from groceries to banking to booking a hotel—self-storage operators must deliver a similarly frictionless experience or risk losing tenants before they even move in. As president of National Self Storage, which currently has a portfolio of 29 properties, Morrow has spent the last 25 years evolving his operations to meet those expectations. 

“The modern self-storage customer is mobile-first,” says Morrow. “If they can’t rent a unit from their phone in under five minutes, they’re going somewhere else.” This mindset has redefined what operational excellence looks like. It’s no longer just about managing rent rolls and unit mix—now it’s about enabling seamless, digital-first experiences that meet customers where they are: online. 

To that end, Morrow has equipped his facilities with Nokē smart access systems, allowing tenants to access their unit and share digital keys with just a tap on their smartphone. “It’s not just about convenience,” he says. “It’s about making sure our technology aligns with how people interact with the world around them.” With mobile banking, grocery apps, and ride shares all standard parts of daily life, storage can no longer afford to be an analog experience. 

But technology is only part of the equation. Morrow emphasizes the importance of transparency and communication throughout the customer journey. “We don’t do bait-and-switch pricing,” he says. “Yes, rent increases are part of the business model, but we approach them fairly and communicate clearly. It’s about setting the right expectations from the beginning.” The challenge was to communicate clearly using old tech. 

Sometimes the needs of the customer outpace the technology of the day, so Morrow and a team of other independent operators set out to pick up the pace of technology in self-storage. “Everything we implement has to do one of two things: improve the customer experience or drive operational efficiency—ideally both.” 

For modern operators, efficiency matters more than ever. Morrow’s team leverages a web product, property management software, and integrated tech stacks from Tenant, Inc. to streamline operations and maintain consistency across the portfolio. Morrow also serves on the board of Tenant Inc., because of the importance he places on software that was purpose built for self-storage operations. The goal was a scalable model that delivers local service with enterprise-level polish. 

“At National Self Storage, we found limitations with the property management software options that were available, and many of them were relatively unchanged for the past decade. There was a disconnect between our modern needs and the lack of innovation from the established PMS companies. That’s why I eagerly joined the board of Tenant Inc. in 2019. As an early adopter of the Tenant tech stack, I was able to provide a great deal of input into the product that made it more robust, usable, and innovative than anything we had used in the past.” 

This same ethos extends to property appearance. Morrow encourages operators to drive through their own neighborhoods and ask a hard question: Does your facility look like the rundown strip mall or the polished retail center? “You can’t offer a high-tech, modern experience online and then have a tenant show up to a tired, aging property. The experience has to be consistent start to finish.” 

Ultimately, modern operations in self-storage aren’t just about revenue management or expense control. They’re about aligning every touchpoint—from online customer acquisition to smart access mobile app to rent notice—with a customer base that expects more. “We’re not just renting space,” Morrow says. “We’re delivering a service, and in today’s world, that service needs to feel as smooth, secure, and as smart as anything else on a customer’s phone.” 

Independence Through Cooperation  

Today's self-storage landscape demands collaboration, and it's not just beneficial—it’s essential. One of Morrow’s many hats is CEO of StoreLocal, and he credits much of his success to the connections, knowledge, and advocacy that industry associations and membership groups have made possible. 

“When I first got into the industry, my mentor in the industry told me right away: get involved,” Morrow says. And get involved he did, serving as president of two state associations, sitting on the national SSA board, founding the Young Leaders Group (YLG), and eventually co-founding the StoreLocal Co-op. Morrow’s experience underscores a simple truth: Self-storage is better when we work together. 

“My advice to those getting into the industry today would be very similar to the advice I received two and a half decades ago: Get involved. Half of this industry is still made up of independent operators, those with one or two stores. That group especially benefits from what associations and membership groups offer,” he says. From legal advocacy and lien law reform to education and networking, these organizations play a critical role in protecting and elevating the entire sector. “If one bad actor frustrates a customer or triggers legislation, it reflects on all of us. That’s why best practices matter.” 

Morrow sees associations as the connective tissue that holds the industry accountable and forward-looking. Whether it’s through educational programs, events, or national lobbying efforts, they help ensure that operators—regardless of size—have a voice and access to the tools they need to thrive. 

Membership groups like StoreLocal bring an additional layer of value. They enable independents to work together, leveraging shared resources to compete with larger, consolidated players. “When we created StoreLocal, it was about leveling the playing field,” Morrow says. “It gives operators access to technology, marketing tools, buying power, and education that would otherwise be out of reach.” 

The benefits aren’t just operational—they’re strategic. “Every time I talk to another operator, I learn something,” he adds. “It’s been eye-opening to see how differently people run their businesses and how much we can take back and apply to our own.” 

Morrow also points to the growing importance of attending industry events, where membership groups, associations, and industry media partners create the environment for these connections to happen. “Whether it’s in Atlanta or Anaheim, these gatherings are where new ideas emerge. Large operators share insights, small operators find solutions, and everyone walks away smarter.”  

In an industry built on individual facilities and local markets, it’s easy for operators to feel isolated. But the strength of self-storage lies in its willingness to share, collaborate, and evolve as a group. “Our biggest challenges—regulation, competition, changing customer expectations—can’t be solved alone,” Morrow says. “But together, we’re a lot stronger.” 

Morrow notes that during his nearly quarter of a century in the industry, the mentality around cooperation has changed drastically. “When I first started in this industry, there was a prevailing notion that you shouldn’t share anything with your competitors. I’ve personally spent a lot of time and energy trying to shift that mentality towards one that is more open and allows for data driven insights. Now more than ever, I’m seeing more operators that are willing to share data and insights with the industry that enables us all to make, better, more informed decisions about our businesses, regardless of where they are located. I am hopeful that trend continues.” 

For Morrow, partnerships don’t simply begin and end with owner-operators sharing information and insights. “One thing I’ve learned during my time in this industry is that many of the vendors I work with have decades of experience in this industry as well. Many of them have expertise and insight to offer that is invaluable to us as developers and operators. I would urge others that partnering with experienced vendors that are dedicated to our industry pays off in a major way.   

The Road Ahead 

After more than two decades in the self-storage industry, Morrow is optimistic about where the industry is headed. While acknowledging the challenges ahead, he believes the core fundamentals of the business remain strong and enduring. 

“The long-term outlook for self-storage is incredibly positive,” Morrow says. “At the end of the day, we benefit from something that’s deeply ingrained in human nature: People accumulate stuff—and they’re emotionally attached to it.” 

That human tendency, he explains, isn’t going anywhere. “We work hard to acquire our belongings. Even when we no longer use them, we don’t want to throw them away. That’s where storage comes in; it offers people a safe, convenient way to hold onto the things they value, even if they don’t use them every day.” 

But the future isn’t just about demand—it’s about evolution. Morrow predicts continued technological adoption, greater operational sophistication, more investment in redevelopment and modernization of existing properties and a stronger emphasis on customer experience. “Our biggest competitor isn’t another storage facility—it’s the trash can,” he says. “So, our job is to make storage so seamless, secure, and user-friendly that people choose to keep their items with us instead of tossing them.” 

Looking internationally, Morrow also sees promising signs. Having spoken at international events hosted by the Federation of European Self Storage Associations (FEDESSA), he notes that global awareness of storage is growing. “There’s real opportunity overseas,” he says, though he’s quick to admit that “developing outside the U.S. is a different ballgame. But the emotional connection to ‘stuff’ exists everywhere.” 

Ultimately, Morrow believes the industry’s future hinges on a willingness to evolve. “This business isn’t set-it-and-forget-it anymore. The operators who succeed long term will be those who modernize, reinvest, and continually improve the customer experience.” 

As for what’s next for Morrow personally, he notes, “My career is only at the halfway point. The next 25 years could include a lot of things. I will say that Georgia is on my mind …” 

When asked if Morrow’s roles as president of National Self Storage, CEO of Storelocal, CEO of MSM, and YLG “Godfather” make him a modern maverick, Morrow says, “I do wear a lot of hats. I think that’s because I do like to be involved in the industry because I really care about this industry. As for the Maverick reference, I do love me some Top Gun.” 

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Christine DeBord is the chief commercial officer for Nokē at Janus International, the leading global manufacturer and supplier of turn-key self-storage building solutions, including roll-up and swing doors, hallway systems, relocatable storage units, and facility and door automation technologies. For questions about self-storage smart building and security solutions, she can be reached at NSE.Sales@JanusIntl.com.