Millions of Americans rely on **Social Security benefits** during retirement, but navigating the **Social Security Administration (SSA)** customer service has often been a frustrating experience. On Wednesday, the SSA announced two major operational changes aimed at streamlining customer service and making it easier for beneficiaries to get the help they need.

### Consolidation of SSA Processing Centers

The SSA has unified its eight processing centers under a new **Central Processing organization**. This realignment merges similar workloads, streamlines decision-making, and enhances customer service. Legal representatives and advocates can now more easily monitor pending cases, potentially speeding up case processing and delivering faster resolutions for beneficiaries.

### Expanded Representative Call Center

The SSA has expanded its **Representative Call Center** to serve as a single point of contact for attorneys and representatives with pending cases. Previously, they had to contact specific processing centers; now, the call center routes calls to the correct center, reducing confusion. Attorneys can reach the center at **877-626-6363** for inquiries on pending cases or fee payments.

### Additional Assistance Online

The SSA encourages beneficiaries to create a **my Social Security account** to manage benefits online. Account holders can check application status, request a replacement card, print benefit verification letters, and more. Given current challenges with phone or in-person service, online tools may provide faster assistance.

### The Dispute Over SSA Customer Service

These changes come amid ongoing criticism. Senator Elizabeth Warren's investigation in March 2026 found that over 7,000 SSA employees have left since 2025, calling the results "catastrophic." Some rural field offices are effectively closed due to limited capacity, impacting in-person services for older Americans and people with disabilities.

### Extended Customer Service Wait Times

The Washington Post reported that some callers waited an average of nearly **1 hour and 45 minutes**, with some waiting over three hours. Issues include long holds, dropped calls, and unfulfilled call-back requests. Some beneficiaries are told no appointments are available and advised to try again later.

### Improved Phone Support for Beneficiaries

Despite these reports, SSA Commissioner Frank Bisignano claims improvements: wait times for the national 800 number dropped from **42 minutes to 5 minutes**, field office wait times are down **30% year-over-year**, and the disability claims backlog has been reduced by **25%** from 1.2 million pending cases. The SSA also finished processing $17 billion in Social Security Fairness Act back-payments five months early.

### Bottom Line

These changes primarily benefit those working with attorneys on disability or complex claims. It remains to be seen whether broader concerns like understaffing and long wait times will improve. If you or a loved one receive Social Security benefits, this is an important issue to watch.

Changes are coming to the Social Security Administration's customer service processes, and they might make it easier for retirees and beneficiaries to get help.

SSA Overhauls Customer Service: Faster Help for Retirees and Beneficiaries

Go to any self-storage conference or read any industry publication and the conversation around revenue management is always the same: street rates, rent increases, promotions and rate optimization. Maybe there’s some discussion around tenant-insurance penetration or good-better-best pricing tiers. All are important. But almost nobody is talking about the single most impactful thing you can do to protect and grow revenue: **Keep the customers you already have!**

I manage more than 8,000 units across 60-plus self-storage facilities in Canada and the U.S., and my company is obsessive about revenue management. We review street rates weekly, run disciplined cycles for ECRI (existing-customer rate increases) and push collections hard. But the initiative that moved the needle for us more than any of those? Building a **proactive customer-retention program**.

### You Can’t Out-Market a Leaky Bucket

Here’s the math that should keep every self-storage operator up at night. We acquired a large portfolio that had been under-managed for years. Rates were 40% to 60% below market in some cases. No rent increases had been executed in two to three years, and there was no tenant-insurance or tenant-protection plan in place. So, we did what any active operator would do: We executed an aggressive ECRI campaign and corrected street rates to reflect actual market conditions. We also implemented a mandatory protection plan.

We knew that stacking those stressors on tenants simultaneously would cause churn, and it did. We ran negative absorption for several months while the portfolio repositioned. Move-outs outpaced move-ins. Despite solid lead flow and healthy conversion rates, we were burning marketing dollars to stand still. The revenue per occupied unit was climbing fast, but occupancy was taking the hit.

That’s a **leaky bucket**. You can pour more water in, but if there’s a hole, you’re just paying more to stay level.

When we got serious about self-storage tenant **retention**, the results showed up fast. Move-outs dropped significantly after we implemented proactive processes to prevent them, not because the market changed but because we started having conversations we weren’t having before.

### The SiriusXM Approach to Self-Storage

If you’ve ever tried to cancel SiriusXM, you know exactly what I’m about to describe. You call to cancel, and suddenly there’s a better rate. A different plan. They ask questions. They make it easy to stay and inconvenient to leave.

We stole that playbook. Every single move-out notice at our self-storage facilities triggers a **retention attempt**—not an email, not an automated text but a phone call from a real person asking one simple question: *What can we do to keep your business?*

You’d be shocked by how many people are moving out over $15 a month. They never called to complain. They never asked for an adjustment. They just quietly decided to leave. A two-minute conversation fixes that more often than you’d think.

Some tenants are vacating because they genuinely don’t need the storage space anymore. There’s nothing you can do there, and that’s fine. But a significant percentage are leaving for reasons you can actually solve. It’s a rate that crept too high, a gate that’s been acting up or a billing date that doesn’t line up with their paycheck. These are small, fixable things. It’s revenue you get to keep instead of replacing it.

### Finding the Leaks Before They Become Move-Outs

The move-out notice isn’t the first signal that a self-storage tenant is leaving you, it’s the last. By the time someone calls to give notice, they’ve already made their decision. Your odds of retaining them are lower than if you’d caught the warning signs earlier. So where do you look?

**Autopay cancellations.** This is the canary in the coal mine. When a customer who’s been on autopay for 18 months suddenly cancels it, something changed. Maybe their card got replaced. Maybe they’re about to move out. Either way, that account needs a phone call within 48 hours—not a collections call, but a check-in. “Hey, we noticed your autopay fell off. We wanted to make sure everything is good and see if you need help setting it back up.”

Half the time it’s a card expiration and they appreciate the help. The other half? You just caught a potential move-out two weeks before the notice would’ve come in. Now you have a window to prevent it.

**Delinquency patterns.** A customer who’s always paid on time and suddenly goes 15 days past-due isn’t necessarily a bad-debt risk. They might be a retention risk. Something in their life has changed. Reaching out with empathy instead of a collections script can turn that into a conversation about how to keep them.

**Tenants who just went through an ECRI.** We religiously track our retention rates post-increase. If someone gets a rent-increase letter and doesn’t call to complain, that’s actually a good sign. But if they do call and your team handles it well, that’s a retention event.

We train our team to treat every ECRI call as an opportunity to reinforce the relationship, not just defend the rate. Yes, the increase is happening, but here’s what we can do: Adjust your billing date, switch you to autopay for convenience or, in specific cases, phase the increase over two months. The goal is to make staying easier than leaving.

One thing we’ve started testing is what I call a **loyalty lock**. When the ECRI notice goes out, we include an option: “You’ve been with us for 18 months. Lock in your current rate for nine more months by enrolling in autopay and tenant protection.” Now the rent increase becomes a conversion tool instead of just a blunt revenue increase that drives self-storage move-outs. You’re trading a short-term rate hold for long-term revenue quality. A tenant on autopay and enrolled in a protection plan is worth significantly more per unit than someone paying a higher rate manually and skipping coverage.

### Think in SKUs, Not Facilities

Your self-storage retention strategy has to be granular. In this industry, we use the term “price group” to describe a specific unit type at an explicit location. A 10-by-10 climate-controlled unit at the Main Street facility is in a different price group than the drive-up 5-by-10 at the Highway 9 property. It’s different occupancy, demand and competitive set.

We should look at retention the same way we look at price groups. If your 10-by-20 drive-up units are at 97% occupancy and you lose one, it stings, but you’ll fill it fast. If your 10-by-10 climate-controlled units are at 78% and you lose three in a month, that’s an emergency. Those might sit vacant for weeks because demand is soft for that product. The cost of that churn is way higher than that of a small rate concession to keep one of those tenants.

At my company, we prioritize retention effort based on occupancy by unit type. When a move-out notice comes in for a type that’s sitting in what we call **Zone 1**, or below 80% occupancy, that save attempt gets escalated immediately. That’s where you deploy concessions more aggressively because the alternative isn’t “We’ll re-rent it next week.” It might be 60 days of vacancy.

### What a Retention Program Actually Looks Like

This doesn’t have to be complicated. Here’s what we built and deploy across the facilities my company manages.

Every self-storage move-out notice triggers a **retention call within 24 hours**. For multi-unit customers or anyone paying $500-plus per month, that happens within four hours. The script is simple. We ask why they’re leaving. We listen. Then we offer solutions based on a framework the team can execute **without chasing a supervisor for permission**.

That last part matters. If your manager or call-center representative has to put the customer on hold, call a regional manager, wait for a callback, and then relay the offer two days later, you’ve already lost. The team needs authority to act. But they also need guardrails so they aren’t giving away the store.

We use what I call the “occupancy-zone spectrum.” The concept applies to self-storage rent increases, but it works just as well in reverse for retention concessions. The zones are simple.

**When you have less than 80% occupancy on a given unit type, it’s Zone 1.** That’s full retention mode. For a tenant with 12-plus months of tenure, you can justify a temporary rate reduction of 10% to 15% for three months. You can waive late fees permanently if they convert to autopay as part of the save. You can offer a unit swap to a smaller or less expensive space at a preferred rate instead of losing them entirely. The goal is to keep a paying body in a unit that might otherwise sit empty for 90-plus days.

**Units that are between 80% and 92% are Zone 2.** This means standard retention offers: a rate freeze for six months, skipping the next scheduled ECRI, or a one-month rent credit spread across the next three months. The offer has a defined term. You aren’t permanently discounting. You’re buying time to keep the unit occupied while demand catches up.

**Spaces with occupancy above 92% are in Zone 3.** Demand is strong for this product. Your save effort is minimal. You might offer a one-time credit of $25 to $50. If the tenant still leaves, you’re fine. You’ll re-lease at street rate, which is probably higher than what they were paying anyway.

Layer that against the tenant’s actual value and you’ve got a decision tree that any team member can follow without calling their boss. And value isn’t just about the rate the customer is paying.

A tenant at $130 a month on autopay and enrolled in a protection plan is generating more effective revenue per unit than someone at $140 who pays manually and is late 40% of the time. Tenure, unit count, payment behavior, insurance enrollment all factor in. A five-year tenant with three units and clean payment history who’s in a Zone 1? That person gets your best offer on the spot. A three-month tenant with one unit in a Zone 3 product? Wish them well.

The framework removes the guesswork. It also removes the emotional decision-making that leads to either giving away too much or not trying hard enough.

We also categorize every departure reason. “No longer needs storage” is different from “found a cheaper option,” which is unlike “unhappy with service.” Over time, those categories tell you where your real problems are. If 30% of your self-storage move-outs mention price, you have a rate-setting problem. If 20% say facility condition, you have a maintenance issue. The retention program doesn’t just save tenants, it generates intelligence about what’s actually driving churn.

### The Math That Should Convince You

A saved self-storage tenant costs you nothing in marketing—no Google click, no promotional discount to get them in the door, no vacant days between the move-out and re-rent. No turn cost. Just revenue you almost lost that you get to keep.

Take a 300-unit facility. You’re probably doing 12 to 15 move-outs per month. Between marketing spend, vacant days and any move-in concessions, replacing each one of those tenants costs $200 to $400. That’s $2,400 to $6,000 a month just to stay even.

Now, run a retention program against that. We target a **25% save rate** on retention attempts. On 15 move-out notices, that’s roughly four tenants who stay. At an average rate of $100 per unit, that’s $400 in monthly revenue that would’ve walked out the door. Annualized, that’s $4,800 in preserved revenue. Add in the avoided replacement cost on those four units and the total impact is closer to **$10,000 to $15,000 per year** on a single self-storage facility.

And here’s the part that gets overlooked: It isn’t just the revenue, it’s occupancy. Every saved tenant is one fewer unit you have to fill. That keeps your occupancy higher, which gives you more leverage on rent increases and drives your net operating income and property value. Retention doesn’t just protect revenue. It safeguards the entire value-creation engine.

### Stop Treating Move-Outs Like Weather

The self-storage industry has accepted move-outs as something that **just happens**. Like weather. Seasonal. Unavoidable. Part of the business.

I can’t count how many times I’ve heard some version of “Well, we’re almost in busy season” or “It’s just slow season, things will pick up.” As if we’re powerless. As if there’s nothing to be done. In slow season, your move-outs should be slow, too. In busy season, the goal is keeping them as low as possible so you can capitalize on the demand instead of just backfilling holes.

Some churn is unavoidable in self-storage. People relocate. They downsize. Life changes. But a meaningful percentage of move-outs are preventable, and most facility operators aren’t even trying.

Occupancy isn’t everything, but it gives you pricing power. And pricing power is the engine behind your entire revenue-management strategy. Every tenant you lose is a unit you must refill before you can think about rate growth. Every tenant you keep is one more unit working for you.

Build the system. Train the team. Give them the authority to act. Track the results. Treat every move-out like it’s a revenue leak that needs to be investigated, not just a line item on a report.

The self-storage operators who master tenant retention are going to have a major advantage over everyone else in their market. I mentioned autopay coming off as a trigger, but with artificial intelligence and all the data available from our management-software systems, there are other signals even I don’t know about yet. Use the tools, recognize the patterns and take the appropriate actions. Your profit-and-loss statements will thank you.

Learn to build a strong tenant-retention program for your self-storage operation that improves facility revenue and creates financial stability.

The Self-Storage Revenue Secret Nobody Talks About: Keep Your Tenants!

In heavy industry and professional services, the metrics that run delivery—utilization, billable hours, first-time fix rates—increasingly work against the outcomes and revenue growth they were meant to produce. Here is how to tell the two apart, what the best industrial companies actually measure instead, and how to rebuild the scorecard before AI forces the issue.

## The Two Families of Service Metrics

**Family One: Delivery Metrics Measure Motion**
These answer "how efficiently are we working?" In field services: first-time fix rate, mean time to repair, response time, SLA compliance, equipment uptime. In professional services: billable utilization, rate realization, project margin, on-time delivery, revenue per consultant.

These metrics are seductive because they are easy to capture, respond quickly to management pressure, and sit entirely within the service team's control. But every one of them measures *motion*, not *value*. A technician with a 95% first-time fix rate on the wrong root cause is efficient and ineffective. A consultant billed at 90% on work the client never adopts is fully utilized and worthless.

**Family Two: Outcome and Growth Metrics Measure Value**
These answer "did the customer get the result, and did that result grow our business?" On the customer side: value realized, adoption, time-to-value, prevented downtime value. On the growth side: net revenue retention, service attach rate, contract renewal, expansion, aftermarket customer lifetime value.

This is where the economics turn serious. McKinsey finds aftermarket services carry an average EBIT margin of about 25% versus 10% for new equipment. Deloitte puts aftermarket operating margins at roughly 2.5 times those of new-equipment sales. Yet roughly three-quarters of industrial machinery makers still earn less than 20% of revenue from service.

## How AI Is Breaking Traditional Service Metrics

AI has severed the link between effort and revenue. TSIA calls it the **AI Value Paradox**: when AI compresses the time required to deliver a result, any business that prices and measures itself by hours watches its revenue shrink precisely as it improves. Utilization becomes a broken metric—automation strips out routine billable work, technicians log fewer hours while solving harder problems, and utilization falls even as profitability and customer outcomes rise.

The proposed replacement: measure **absorption**—value and revenue delivered relative to cost—instead of utilization, which only measures time spent.

## What Measuring Value Actually Looks Like

**Caterpillar** manages to an explicit growth number: a target of $28 billion in services revenue by 2026, up from roughly $14 billion in 2016. It sells about two-thirds of new machines with Customer Value Agreements that lock in future parts and labor. Customers using its digital tools spend up to 33% more on aftermarket services and stay longer.

**Hilti** rebuilt its business model entirely: instead of selling tools, it manages tool fleets for a monthly fee—roughly 1.5 million tools under management, with customer retention around five times higher than in the old sales model.

**Kaeser** does the same with air: customers buy compressed air by the cubic meter rather than buying a compressor, and Kaeser is measured on the outcome it guarantees.

These models align provider incentives with customer outcomes. Under outcome-based models, the provider earns more the more reliably its equipment runs.

## Why Growth Metrics Need Governance and Culture

Here is the danger: once "grow service revenue" becomes the goal, the easiest lever is not better outcomes—it is squeezing a captive installed base. Raise parts prices, force bundles, lock in contracts. A revenue-growth metric will happily reward that, because the number cannot tell the difference between value created and value extracted.

The evidence that greed backfires is hard to ignore. OEM parts are commonly priced 30–50% above independent alternatives, and the installed base is voting with its feet. The independent aftermarket already accounts for roughly three-quarters of US automotive parts sales. Outcome-based models are built entirely on the customer believing you are optimizing their result and not your take. That belief is produced by governance and culture.

## How to Rebuild the Service Scorecard in Three Steps

1. **Reclassify delivery metrics as constraints, not goals.** Utilization, MTTR, fix rate become guardrails you hold above a floor—not targets you maximize.

2. **Promote outcome and growth metrics to the top of the dashboard.** Make net revenue retention, aftermarket lifetime value, absorption, attach rate, renewal, and prevented-downtime value the numbers leadership manages to.

3. **Move up the maturity curve deliberately, and give service its own P&L.** Top-maturity service organizations show dramatically higher revenue growth and profit margins—differences measured in multiples, not points.

## What Service Leaders Should Measure Instead

Pull up your service dashboard and count. How many metrics measure motion—how busy the team was, how fast it closed, how utilized it stayed? And how many measure value—what the customer achieved, and how much the service business grew as a result?

For most organizations the ratio is embarrassing. The service department is no longer the cost of having sold a machine; it is the highest-margin, most defensible engine the company owns—and you cannot run that engine on a dashboard built for a repair shop.

AI is about to make this unavoidable. The organizations still measuring motion will watch their numbers deteriorate while doing everything "right." The ones measuring value—outcomes delivered and growth generated, honestly, the way Caterpillar, Hilti, and Rolls-Royce already do—will finally see what their service work was worth all along.

Caterpillar, Hilti and Kaeser escaped the utilization trap. Most industrial and professional services firms are still stuck in it.

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