Over the last 7 years, Fernando Angelucci has purchased 55 self-storage facilities across 24 states, totaling $240 million in value. He specializes in creative deal structuring to purchase cash-flowing assets and build ground-up, institutional-grade self-storage facilities.
Fernando is a second-generation immigrant who started his real estate company by cash-advancing $97,000 on credit cards and is redefining self-storage as the smartest play in real estate.
Charles:
Welcome to another episode of the Global Investors Podcast; I’m your host, Charles Carillo. Today, we have Fernando Angelucci – ANGAL LUCCI. Over the last 7 years, he has purchased 55 self-storage facilities across 24 states, totaling $240 million in value. He specializes in creative deal structuring to purchase cash-flowing assets and build ground-up, institutional-grade self-storage facilities. Fernando is a second-generation immigrant who started his real estate company by cash-advancing $97,000 on credit cards and is redefining self-storage as the smartest play in real estate. Fernando, thank you so much for being on the show today. Yeah,
Fernando:
Thanks for having me.
Charles:
So that’s a lot of information there. Tell us a little bit about yourself prior to getting involved with buying self storage complexes.
Fernando:
Yeah the quick kind of 32nd is that red, rich dad, poor dad, when I was 16, changed the way that I looked at making money especially growing up in an immigrant household, was very focused on just, you know, traditional education route. Then from there, I graduated as an engineer. And instead of continuing my career as an engineer, within 13 months, I quit, started flipping houses, then buying apartment buildings for rent. And then in 2016 I got fed up with the three T’s, the tenants, toilets and trash decided that I wanted to still do real estate, but without having those three parts in my real estate portfolio. And started doing research and came across self storage. And the more I learned about it, the more I loved it, and then quickly went off to the races buying large portfolios over time. First starting with just kind of a, a small group of people. And then in 2018, really focusing on the capital raising side to get to where we are now a little over $240 million and, you know, a ton of facilities all over the United States. So you
Charles:
Focus on the capital raising portion of putting together the deals. Is that right? That’s for all your deals, or do you partner with other people as well to do ’em?
Fernando:
Yeah, so we raise all the capital. We do not partner with other people to raise capital. What we found is that when people are running a real estate investment company, they just kind of treat it like one company, and that turned out to be not the right way to run it. So you actually have three companies all in one. You have a marketing company, not only for the deal flow, but for investors. You have an operations company that actually does the value add on the properties, and then you have a capital raising slash ir company where you have to do all the investor relations, the compliance, you know, K ones asset management, all of that together. So once we started treating our company as three separate companies and putting in the staff to treat it that way that’s when we started really to, to build not only focusing on a sustained marketing model to attract new investors by, you know, I always say if you wanna dominate the market, you need to educate the market. You need to show them what you know and, and how to do what you do. And I always tell people, I, I’m basically teaching people to be my competitors, knowing that 99% of the people that hear me teaching ’em how to do this are gonna say, Hey, this is too hard, or, I don’t have time, can I just give you my money? And then you go do it for me. And I always say, you know, of course, <laugh>
Charles:
<Laugh>. So tell us a little bit about your current investment strategy about what type of properties you guys are investing into, what you’re buying. Yeah,
Fernando:
So we have three main strategies. The first is our roll-up strategy. So there’s about roughly 60,000 self storage facilities in the United States. A little bit more, but a little bit less depending on what studies you look at. And a lot of those facilities are owned by what we call mom and pop operators. They’re not institutional. They usually own one or maybe two facilities at max. They’re half the time, they’re the ones that’s sitting behind the counter answering phone calls, you know, walk-ins, et cetera. And they haven’t had the benefit of seeing kind of the, the new technology that’s been coming out in the space. Self storage used to be a, a, you know, a pretty hard technological technological laggard. Now it’s starting to advance with all this private equity coming in and buying the services that self storage owners use. And because of that, you have this opportunity to buy these facilities from these mom and pop owners at a fair price, increase the value by increasing revenue and dropping expenses, and then also putting them into larger portfolios to get a premium.
Fernando:
You know, a lot of the large buyers that buy from us, they don’t want to deal with a 3 million or a $5 million acquisition. It’s just not worth their time. But if you put 10 to 15 of those together, do all the value add, stabilize ’em, basically turn ’em into armchair investments, and then sell off a portfolio worth 30 to 50 million, that is a lot more enticing to them. And because of that, they’re willing to compress cap rates. So you actually get a premium. The portfolio is actually worth more than the parts. That’s strategy number one. Strategy number two is an answer to the problem that we had doing strategy number one, which is that these facilities are all very small. You know, you’re looking at anywhere between 25 to maybe 50,000 square feet. And the issue with that is that means you have a lot of roofs, you have a lot of manpower, you have a lot of multiples of things.
Fernando:
Whereas what you can do is you can go buy a good piece of land in an area that has pent up demand and build a large 85 to maybe 110,000 square foot class a facility. These are the ones that look almost like office buildings. They look beautiful. And then those are great because then you have one asset, usually one building that you can sell, and that can go from anywhere between 22 to 30 million, depending on the size and the location. So it, it is a, it’s nicer product. You’re building it from scratch, so you know, everything works. There’s no deferred maintenance. And the, the publicly traded REITs and some of the private REITs really love that type of product. So that’s number two strategy. And number three is kind of a hybrid, something that came out of the pandemic when we saw a lot of these big box retail stores going under, and all of a sudden people needed cash and they were willing to sell these, you know, these dormant facilities or these dormant envelopes for almost the cost of renting them on a yearly basis or leasing them.
Fernando:
So we started buying dormant big box retail stores like Sears buildings, Walmarts, Kmart, circuit Cities, and turning those into self storage because they’re already in the locations that we wanted. Typically, these malls are the big boxes. They’re on main and Maine, or they’re on high, highly trafficked thoroughfares. They’re surrounded by dense residential with people that have disposable income to shop at those types of stores. That’s exactly what we want, right? Because what people don’t realize is self storage is actually a retail product. We service, you know, foot traffic customers on a daily basis. And so those areas were really great. So that’s a, the third strategy that we do as well. When
Charles:
You’re doing the rollup, how does that work in the sense of, are you strategically purchasing in a, in one specific submarket, and are you, how are you doing like the rebranding? How does that whole process work where you’re kinda the whole value add to get it prepped for
Fernando:
Resale? Yeah, so there’s, there’s kind of two phases of the value add. There’s the non CapEx value add, and then, which is kind of managerial value add. And then there’s the CapEx. So we don’t necessarily need to be in the same submarket but as long as we’re in the same state or the same couple states that are close by, those portfolios really do well. When we come in, the very first thing we do is we fire all the staff. We bring in our own professionally trained staff, and then we start doing first rent increases for anyone that’s below market, and usually we’ll bring them up to just shy of what the lowest competitor is. We’ll start cutting expenses pretty severely so that not only includes manpower because we’re able to leverage technology, but then also things like economies of scale of insurance or property tax, and being able to contest property taxes, putting solar on these facilities to not only get great tax credits, but then also drop our operating expense, which increases NOI, which then increases value, right?
Fernando:
So on average you know, every a hundred dollars I can either make or stop spending each month increases a value of a facility by 20 to $25,000. So we are focused extremely on what are the fixed costs, how do we reduce those? And then making sure that we’re using technology to go out and do competitor analysis after that part, then we start doing the, the CapEx value add. So this is gonna be, you know, if it’s a gravel fac facility, we pave it, we put in keypad entry and exits. We could track every one of the tenants going in and out security cameras, lighting paint. Sometimes we change roofs. In addition, if there’s additional land, we’ll also put up either permanent or, or temporary structures. So if if we have land that is not encumbered with easements, et cetera, we’ll put up existing, you know, solid additional rentable square footage.
Fernando:
But if there is easements, that doesn’t mean we have to lose that space. What we can typically do is put up these portable self storage units. They almost look like the exact same thing to the untrained eye, but the nice thing about these ones is you can move them around with a forklift. So if there has to be work on the easement, you can move ’em and then bring them back. And then, you know, there’s all these superfluous types of revenue schemes, revenue streams that you can put onto these facilities. These could be things like, you know, car storage, boat storage, RV locks sell ranchers, insurance, moving supplies FedEx printing services cell phone towers, billboards, truck rentals, mailboxes. I mean, the list goes on. It just depends on if the market has a demand for those types of things. Interesting,
Charles:
Interesting. Do you have money sitting in the stock market and you’re worried about it, or worse, you have money sitting at the bank not keeping up with inflation? My name is Charles Carillo, founder and managing partner of Harborside Partners. And since 2006, I’ve been investing my money and my family’s money into income producing properties. These are real assets, real properties with real addresses that produce real cash flow. At Harborside Partners, we provide passive investors who love real estate with a turnkey investing solution. If you want to put your money to work in real estate but can’t find deals, don’t have the time to get funding. And the last thing that productive people want to do is manage real estate. We find the deals, we fund the deals, and we manage the tenants, the termites and the properties. Partner with us@investwithharborside.com. That’s invest with harborside.com. Go to invest with harborside.com. If you love real estate, you like the idea of passive income and believe that income producing properties will appreciate over time, go to invest with harborside.com. That’s invest with harborside.com. So when you’re doing ground up development I mean, obviously if you’re purchasing them something that’s already running, you can, you can check all their financials, you know exactly what people are paying, you know exactly what the demand is for ground up development, though, on the other hand, I mean, what do you wanna see in that submarket and neighborhood? Because it’s a
Fernando:
Super local business, as I
Charles:
Understand it, to make it an ideal candidate for building a complex there. Yeah,
Fernando:
You’re, you hit the nail on the head. It is a hyper localized business. You’re, you’re typically getting the majority of your customer base from anywhere between a five to a 15 minute drive time. In markets that are very dense, usually it’s five to 10 minutes. So what we’re looking for is first a hole in the market. So we’ll start by doing a polka dot test. We’ll literally just type in self storage into Google and look at all the little red dots. And if we see little areas that don’t have red dots, we’ll say, why is there not a red dot? There is an opportunity for us to build there. Or is it they’re not a red dot there for a reason? Then we go to the second level of underwriting, which is literally secret shopping every one of the competitors in our trade market. So I wanna see what are your rates?
Fernando:
How are your rates been performing over the last 24 months? Are they going up, are they going down? Are they seasonal? I wanna see what your occupancy is. You know, in in our business, anything over 89 to 92% is considered a stabilized asset because you never want to be at a hundred percent occupancy, which means you’re not, if you’re at a hundred percent, it means you’re not charging enough on a month-to-month basis. So we’re always trying to push that rent. So if I see things like, you know, high media incomes, dense population site that’s on a major thoroughfare that has, you know, 25,000 to a hundred thousand cars per day, that’s already looking really good. And then if I see all the competitors are full and their rates have been steadily rising over time, that means that there’s unmet demand in that market.
Fernando:
So after I get through all that, then I say, okay, let’s put it under contract. Let’s make sure that it’s locked up so nobody takes it off our hands. And then we start bringing in third parties to do feasibility. So they’ll do full feasibility studies. They’re usually 150 to 200 page feasibility studies. And not only does that help us make sure that we’re not wearing rosy colored glasses, but then it also helps sell the project to the bank, you know, the lender as well as the, the investors. So it’s kind of a, we have a four level kind of due diligence process on those ground up developments.
Charles:
Oh, wow. Yeah, that’s a lot of information you do. And, and the goal is when you’re doing this, is to resell it after you get it stabilized, is that what it is? That’s
Fernando:
Correct. Yeah. So the, the types of investors that we have, they’re what I call high octane investors. You know, they’re looking for anywhere between high teens to mid twenties internal rate of return that works really well for the, you know, build it, stabilize it, and flip it model. It doesn’t work very well for the buy and hold model. So usually what a lot of investors, or a lot of syndicators in my position do is they have two sets of investors. They have the high octane guys that are willing to take more risk to get it to where it needs to be. And then once it gets to that level, they either sell it to a new fund that’s an income fund or some type of DST structure where those types of investors are okay getting a, you know, coupon clipping, getting a six to an 8% annual return. But you can’t really combine those two phases into one because it’s kind of two different investor profiles
Charles:
If you will. Yeah. And you wouldn’t wanna do it either way, because then you’re gonna have those high octane people want to cash out and it’s gonna, and it’s gonna push you to sale or refinance or something. Probably at the, the lot, the least opportune time too.
Fernando:
That’s correct. Yeah. <laugh>. So
Charles:
Let’s talk about like the retail boss conversion. I had one self storage investor on a few years ago that was explaining this and they just did warehouses, but so you purchased a defunct bo big box store, they’re well located, which is great. A lot of traffic, a lot of parking. Talk to us about, a little bit about the infrastructure upgrades. I mean, I mean, obviously you’re just not walking into something that hasn’t been used for many years and just putting up, you know you know, putting up units, right? I mean, what is the infrastructure that you have to do the upgrade for that property itself before you start building it out? Yeah, so
Fernando:
It’s interesting self storage. When it comes to meps, mechanical, electrical, plumbing, we are one of the lowest use cases. So almost any building that we buy that is built for having humans in it already has things that are too large for us. You know, we’re gonna put two bathrooms in for a location that usually has four to six. We’re going to, instead of it keeping it at, you know, 69 to 72 degrees in the summer, we’re gonna keep it at 80, 85 and in the winter, we’re gonna keep it at 50 55, right? Because it’s, it’s for, it’s for stuff, it’s not for people. The stuff doesn’t need to feel comfortable, just needs to be at a, a range where things aren’t gonna melt or get moldy or et cetera, right? So already there is a dropping of, you know, the HVAC and the plumbing in some cases.
Fernando:
The second thing is the electrical load. You know, we build these self storage to be very energy efficient. Everything is, with LED lighting, a lot of this, a lot of the facilities we build, unless there’s a, you know, something that gets in the code is everything is motion sensored. So the lights won’t even be on if there’s nobody in there. And self storage is one of those things where, you know, the ideal customer is the person that shows up on the data, drop off their stuff, and then we don’t see them again for 10 years. So that’s the type of customer that we’re trying to select for, right? So we usually drop that. Now, the thing that we do have to look at when you’re buying these big boxes, especially if they’ve been dormant for a long time, is what is the condition of the roof that we typically budget before we’re able to put on eyes on it?
Fernando:
We’re just budging a rip and replace facade. ’cause Typically when these big box stores are dormant, you know, there’s no security or anything like that. So then you’d have, you know, hooligans spray painting or breaking things or even, you know, just not having year to year maintenance. So if you’re in an area that has a freeze thaw cycle, water gets into cracks, they freeze, makes the crack bigger, and it keeps going and going until part of the, the facade comes off, right? And then also we wanna make sure that people see that this is now a self storage facility. ’cause In their mind they’ve been passing it, going to work every day for six years, and it’s a defunct circuit city. I want them to be bright and I want them to see once we do it that, hey, this is a self storage facility.
Fernando:
Remember us when you need our services. So making sure that we have some great signage, some, some very high contrast logos and some that specifically says self storage. So those are the, the, the biggest items on the envelope itself would be, you know, roof and facade and then, you know, to, to a lesser degree the meps. Now, in some cases, if the ceiling height or the clear height is high enough, I can actually get away with buying smaller big boxes and actually creating a mezzanine level inside. So if the clear height’s like 22 to 24 feet I can actually build a structure inside that will give me two floors to, to put that, those boxes, those self storage lockers in mm-hmm <affirmative>.
Charles:
Interesting. Interesting. That’s great. Yeah, the roof would be the one thing I think would kind of scare me the most going into ’em because I mean, it’s, these are flat roofs. I mean, there’s probably just tons of problems with them as they are for many years.
Fernando:
Yeah. That’s why if you, if you budget a full rip and replace before even put it on your contract, worst case scenario is you have to do the, the rip and re rip and replace. But in most cases you could do patches and you actually end up saving a lot of money on your budget. So
Charles:
You talked about when you’re going into a facility, you’re doing the value add, the first thing you’re doing is clearing out management, just like anybody would, I think in any type of value add, if it’s an apartment building, if it’s self storage, you’re gonna clean out that management. Tell us a little bit about how your firm handles property management and staffing and complexes. I mean, you’re, you’re located in two dozen states.
Fernando:
Yeah, so if the management team was good, I wouldn’t be buying that asset, right? I don’t buy stabilized assets, I only buy value add or heavy value add or distressed assets. So just by the fact of what my business model is, I’m never gonna keep the management in place. The biggest thing is making sure people are trained. You know, even if you do bring one or two star players from the previous, you know, owner onto your team, the problem is they’ve had their own certain way of doing it. And then when you come in with a whole new model, employee handbook, everything, they start resisting that because that’s not how we used to do it. That’s, well, I’m not your old owner, right? I’m not the old boss. The reason you had to sell is because of the way you did it was wrong.
Fernando:
So number one, you know, letting, letting customers slide or what we see all the time with the mom and pops have become friends with their customers and then all of a sudden they’re not, they’re not charging late fees, auction fees, lean fees, they’re not even doing auctions. I can’t even tell you how many times I’ll buy deals where 30% of 30% or more of the customer base is delinquent by 90 plus days. You know, for us the second you’re more than 30 days, we already start the auction process. So depending on the state, because the state laws are a little bit different, depending on where you are within 60 to, you know, 75 days, I’ve already sold all your stuff off because I need to make space for a paying tenant. And you know, we’re gonna try to work with you if you got some problems, but if you don’t answer your phone call or the phone, you don’t answer emails like, I’m just, that I’m assuming that you don’t care about your stuff.
Fernando:
I’m just gonna auction it off, right. Trying to give you the chance. So that’s number one. And just not letting this slippage of revenue that you should be collecting, not being collected. The second thing is we use each state has a specific lease form that we get from the, the State Self Storage Association that makes sure that we’re doing everything compliant, everything legal, but also allows us to charge the maximum legal amount for all these types of fees, like auction fees and lien fees and late fees, et cetera. Another thing is that, you know, people just assume that the person that you manage for these facilities just needs to be somebody there to, you know, show them around the facility that’s, that’s wrong. They, this is a sales person, I need them upselling, I need them selling additional product tenant insurance, you know, anything to get additional revenue.
Fernando:
So just treating, you know, what I’ll see a lot of people do is treating this position almost like a upgraded maintenance person, but that’s not the way it should be. And I’m not saying that maintenance people can’t be good salespeople, but in general, I’m looking first and for foremost for a salesperson, not someone that’s just gonna be there behind the desk on Facebook or Instagram, you know, I want somebody that’s gonna be out there selling and if there’s nobody in the facility, I want you to be going outside the facility and doing grassroots marketing campaigns. I want you going to the apartment firms nearby and offering discounts to the manager if they refer going to the pizza places, to the high schools, to the, you know, the police departments, fire departments, et cetera. And seeing if you can get our name out there for anybody that may need storage in the future and to think of us first.
Fernando:
So that’s a huge piece of the management side. But then also is the compliance side. So, you know, self storage, the state laws are very in favor of owners, I’d say of, you know, most of the real estate assets are categories out there. Self storage is one of the best as far as, you know, laws being in the favor of the owner. However, there are pitfalls, and if you do things wrong, it gets you into a lot of trouble. So the second part of training that manager is on the compliance side. When can you do auctions? If you need to do an auction, what is the process of alerting not only the tenant, but then the public about that there are legal, you know, depending on states, sometimes you have to put ’em in these special types of journals or newspapers. Sometimes you have to post them in, in common areas. It’s all different depending on the state. So that’s another thing that’s super important to make sure that they’re keeping us out of trouble as the owners because they’re trained, you know, they need to be trained correctly. Oh,
Charles:
That’s a lot of great information. What would you say, we talked about the benefits of investing in self-storage versus other asset classes in the beginning. Briefly, what would you say are some of the biggest drawbacks of investing in self-storage?
Fernando:
Yeah, great question. So number one is, it is now kind of the, the hot new thing has been over, maybe the ne the last eight to 10 years is when it’s really gotten pretty favorable. You know, when I first got into this business, it was very easy to buy 10 to 12 cap deals, day one that is long gone. You know, now that Bill Gates is involved, Blackstone’s involved, you have all this huge private equity moving out of assets that are no longer doing well. Like, you know, hotels during the pandemic office buildings right now you know, multifamily because of the compressed cap rates now, all that money, literally hundreds of billions if not trillions of dollars flowing into our space and worldwide. So because of that, now you have to be very you know, very careful with how you do your underwriting and your site selection.
Fernando:
Just because there’s a self story facility available for sale at a good price may not mean that it’s a good deal. Now you have to look at the market, you have to look at the trends. Is it something I can produce a solid return for my investors? So the competition is real. The second thing is, is kind of staking a flag in the ground type thing that is going on with REITs. So REITs, because of the way that their tax status works, they have to outlay a lot of cash every year. And because of that, sometimes they get into deals that may not be very profitable right now, but they’re getting into a market that will be profitable in five to 10 years. So what they’ll do is they’ll just land bank or, or even facility bank. And that can cause problems for people that are smaller and don’t have enough capital to compete with that type of that type of, of competitor.
Fernando:
So you have to make sure that you’re, again, it comes down to site selection, market selection. You’re buying in places that are going to have some type of barrier to entry. So I lo, so one of the things I love to do when it comes to building is finding markets that are about to put a moratorium on building new cell storage or have already, and there’s some properties that grandfathered in. Those are great markets. ’cause Now there’s artificially low supply, whatever. You know, someone at City City Hall said, I don’t like the way these things look, or I don’t like the cut of the jib of the last two developers I talked to. We’re done. No more self storage. So those are great opportunities to get into markets and make huge amounts of cash because if you can get in and build new product, absorb that unmet demand, and then once you’re ready to exit, you have these reeds that are salivating to get into these markets that have moratoriums, they’ll overpay for those assets to have exposure to those markets. Yeah.
Charles:
So as we’re wrapping up here, one thing, I mean, you work with a lot of self storage investors, obviously that are passive, but you’re also buying value added deals. What would you say quickly off the top of your head, some of the common mistakes you see self storage investors make? Maybe they’re getting started, maybe you’re buying their complex.
Fernando:
Yeah few, right off the top of my head, a buying too small. If you buy self storage facilities that are too small, you don’t have enough cashflow to pay a third party. So all of a sudden you end up being one of those mom and pop operators that has to sit behind the desk because you literally can’t afford to hire help. The second big problem is people assuming that it’s like single family or multifamily, where they need to buy it in their backyard to be able to keep an eye on it. The problem with that is that unlike single family where there may be a million houses in one, one city self stores is only 60,000 in the entire country. So if you limit yourself to your town or even you know, your part of the state, you’re gonna be waiting a long time to get a good deal.
Fernando:
Or what usually happens is because you’re waiting so long, you end up buying a bad deal because you feel like you’re not, you’re, you’re losing time. So what I always tell people, if you’re gonna get into this game, number one, start with something that is large enough that you’re not creating a job for yourself. You’re actually buying a business, you know, on, on average, I would say something that by the time you stabilize it, it’s producing at least $50,000 gross income a month. That is kind of my standard. Once you stabilize it, it doesn’t have to be day one. And then the second thing is, if you’re gonna, if you wanna stay near, what, what I would say backyard is for me is when I started was my state and then every state that touched my state, that was my kind of harvesting area.
Fernando:
But then very quickly I realized, you know, being in Chicago that somewhat tough very quickly I realized by, by creating systems and running this like a true business with procedures, you can easily buy stuff outta state. And typically stuff that you buy outta state will operate better. I always tell people, especially people that are business owners, they know this. You know, by the time you end up ha hiring a team, what ends up happening is every time you come into the office, their productivity goes down because you start breaking things. It’s the same thing with self storage. If you’re not, if you don’t have the ability to walk into that facility every day, most likely it’s gonna operate better than when you are doing that.
Charles:
Hey, hey. So thank you so much for coming on today. How can our listeners learn more about you and your business?
Fernando:
Yeah, so I always tell people there’s kind of two ways to reach out to me depending on if you’re more an active outreach or passive outreach. If you’re passive outreach, go to our website, it’s SS se.com. So sam, sam sam edward.com. Your more active outreach. Give me a call or shoot me a text. This is my real cell phone. My real cell phone number is area code (630) 408-8090. Okay,
Charles:
Well, thank you so much for coming on today and looking forward to connecting with you here in the near future.
Fernando:
Yep. Talk to you soon. Thanks.
Charles:
Hi guys, it’s Charles from the Global Investors Podcast. I hope you enjoyed the show. If you’re interested in getting involved with real estate, but you don’t know where to begin, set up a free 30 minute strategy call with me@schedulecharles.com. That’s schedule charles.com. Thank you.
In the last 7 years, Fernando Angelucci has transacted in 55 self-storage facilities across 24 states, totaling $240,000,000 in value. He specializes in creative deal structuring to purchase cash-flowing assets and build ground-up, institutional-grade self-storage facilities.
Fernando also provides investors with access to deeply discounted off-market facilities, capital for strategic partnerships, and opportunities for passive investors to participate in his syndications.
A true renaissance man in real estate investing, Fernando is redefining self-storage as the smartest play in real estate, helping investors build tax-efficient portfolios with emphasis on downside mitigation and social stewardship.
Fernando is a second-generation immigrant who started his real estate company by cash-advancing $97,000 on credit cards to “jump from the plane and build the parachute on the way.”
Now, as the Co-Founder and CEO of SSSE, Fernando has rapidly scaled his firm to $250M+ in self-storage assets across the US in just 7 years. From accredited investors seeking passive income to seasoned real estate owners looking to transition into self-storage, Fernando helps a diverse clientele achieve risk-adjusted returns higher than those of any other real estate asset class.
A sought-after industry leader, Fernando has been featured on 80+ financial podcasts and has spoken live to thousands at events such as the Inside Self Storage World Expo, the Self Storage Association, The Self Storage Mastermind, StorageLife, and CAREIA.
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