James Michael Purvis

Please introduce your company and describe your role within it.

I’m the founder and operator of Storage Facility Painting Services, LLC. We are a specialised painting company focused solely on repainting and rebranding storage facilities. I run the business day to day. That includes planning projects, setting standards, overseeing logistics, and staying close to execution. My role is to make sure the work is planned properly and delivered consistently, no matter the location.

How is the business structured in terms of teams and delivery?

We run a controlled hybrid model. Core planning, scheduling, standards, and oversight stay internal. Crews are assigned based on location and scope, but they operate within our systems. That structure allows us to scale nationally while keeping consistency. We do not improvise on site. The system leads the work.

How do you differentiate your company in a crowded market?

We specialise. We only work on storage facilities. That removes guesswork. We understand layouts, traffic flow, access limits, and operational constraints. We plan around active businesses. Most competitors treat these as generic commercial jobs. We don’t.

Which sectors do you serve, and has that focus changed?

We serve self-storage owners and operators. That focus has not changed since launch in 2017. We made a deliberate choice to stay narrow. That decision shaped our systems, pricing, and execution model.

What services are clients most often looking for

Repainting and rebranding. Exterior refreshes. Multi-location rollouts. Clients usually come to us when timing matters and disruption needs to be minimal. They want predictable schedules and consistent results across sites.

How do you stay ahead of industry changes?

I don’t chase trends. I watch where projects fail. Delays, rework, and miscommunication tell you more than reports do. We review every project internally and adjust processes. That feedback loop matters more than forecasts.

Do you see a high level of repeat business?

Yes. A significant portion of our work is repeat or referral-based. That comes from reliability. If we hit timelines, communicate clearly, and deliver consistent quality, clients come back. There’s no trick to it.

How do you measure customer satisfaction?

Schedule adherence. Issue resolution time. Rework rates. Clear closeout. We also pay attention to how much management involvement is required from the client. Less friction usually means higher satisfaction.

What kind of post-project support do you provide?

We stay available. If there’s a question, touch-up, or documentation request, we handle it. Projects don’t end the day crews leave. Closeout matters.

How is pricing typically structured?

Projects are priced per scope. Fixed pricing based on defined deliverables and timelines. We avoid open-ended billing. Clarity upfront prevents problems later.

What is the typical project size, and how do you balance cost with value?

Project ranges vary widely depending on size and number of locations. I won’t quote numbers here. What matters is fit. We price for proper planning, materials, and execution. Cutting price usually means cutting process, and we don’t do that.

Have you turned down projects, and what is your minimum fit?

Yes. We turn down work that doesn’t allow for proper planning or realistic timelines. If a client wants speed without preparation, it’s not a fit. Minimum fit is simple. Defined scope. Reasonable access. Alignment on standards.

What challenges has the company faced recently?

Logistics volatility. Travel coordination. Supply timing. These are ongoing issues. We manage them by building margin into schedules and maintaining vendor flexibility. Overplanning is intentional.

How do you approach innovation?

Innovation for us means refinement. Better sequencing. Clearer checklists. Improved communication cadence. We don’t chase new tools unless they solve a real problem.

What role does culture play in the business

Culture is discipline. Show up prepared. Respect the plan. Solve problems without drama. That standard applies to everyone involved.

Where do you see the company in five to ten years?

Still specialised. Still focused. Operating efficiently at scale. I’m more interested in consistency than expansion for its own sake.

How has your leadership style evolved?

I’m more process-driven now. Less reactive. I focus on systems instead of personalities. That shift came from experience.

What market shifts are you watching closely?

Increased consolidation in storage ownership. More emphasis on brand consistency across locations. That plays to our strengths.

What advice would you give to aspiring operators?

Pick a narrow problem. Learn it deeply. Build systems that reduce errors. One lesson that sticks with me is this. Most failures are planning failures. Fix that first.