Q&A with Senior Vice President of Northeast Operations Mike James

Mike James was recently promoted to Senior Vice President of Northeast Operations for Extra Space Storage, officially stepping into the role in February 2026. In this position, Mike will lead field operations across the Northeast, overseeing multiple divisions throughout the region.

Mike is also celebrating 25 years with Extra Space Storage—a remarkable milestone that began when he joined as a Store Manager in New Jersey in 2000. At the time, he was finishing his college degree in Information Systems and thought he'd stay "until I had a reason to leave." Twenty-five years later, he still hasn't found one. Over the years, Mike has held several leadership positions, including District Manager in Philadelphia, Director of Operations Coordination in Salt Lake City, and most recently, Division Vice President for New Jersey and Pennsylvania.

Outside of work, Mike and his wife, Kristen, and their three children enjoy cheering on Philadelphia sports teams, going on spontaneous ice cream runs, and staying active together. We recently asked Mike to share about his career, his leadership philosophy, and what's kept him at Extra Space for 25 years.

What do you like most about your current position?

The people I work with are, without question, my favorite part of every role I've held at Extra Space. Whether I'm collaborating with departments at the Store Support Center, partnering with field support teams, engaging with District Managers in my area, or connecting with our store team members, we all share the common goal to maximize our business. Each of us contributes in unique ways—by elevating the customer experience, supporting one another's goals and projects, and constantly seeking opportunities to innovate and improve efficiency. While you might see teamwork at other organizations, what sets Extra Space apart is the genuine interest everyone shows in helping each other succeed. Being part of that culture and contributing to this mission is incredibly rewarding. It's what drives our company to grow bigger and better every single day—and I hope that never changes!

What has it been like to see Extra Space Storage grow over your 25 years with the company?

The culture has remained the same. Yes, we're larger now, with more policies and procedures—but that's expected as a company grows. When I started, we had about 50 stores nationwide. Today, we've been part of so many major milestones: the IPO, reaching 1,000 stores, the Life Storage acquisition, growing from two divisions to 25, and many more. But through all of that growth, the culture of people helping others is as strong as it has ever been.

One of my fondest memories from my time at Extra Space took place in my first month as a Store Manager. Shortly before closing, a man walked in and politely introduced himself: "Hi, my name is Ken Wolley. I am the owner." He was in town meeting with investors and stopped by to check on one of his newest developments. He was incredibly gracious—asking about the property, about me, and whether there was anything I needed from him. Over the years, when I run into Ken, he reminisces about that day and usually grabs the attention of someone nearby to share the story of how we met. He set the tone for me about what was important at Extra Space, and that tone has never wavered.

What does Extra Space Storage mean to you personally?

People helping people. As I mentioned, our founder set that tone for me from day one—and this was about 15 years before our Culture Compass was even created. When the Compass was introduced in 2015, I took one look and felt it was a perfect representation of the company I had come to know. Our company values, which align with my own, help guide us through challenges to keep doing our best…and then trying harder. This includes helping coworkers, customers, neighbors, vendors—everyone.

What has been the most challenging aspect of your career?

As someone who does not like to sit still and passively watch progress, I have focused on learning to work through people rather than trying to do everything myself. That has been a long-term development focus for me—I like to roll up my sleeves and get things done. In my early years with the organization, that is exactly what I should have been doing. As I have moved into leadership roles, I have learned that it is just as important, if not more so, to work through people rather than try to do everything yourself. As former CEO Spencer Kirk was known for saying, "None of us is as smart as all of us." He was right, and it resonated with me from the first time I heard the phrase.

Some of the greatest innovations and outcomes in history have come from great teams working together: The Wright Brothers' Airplane, the light bulb, the development of the internet, the Apollo program (NASA), the iPhone (personal preference), and the list goes on and on. Of course, we are all capable of many things, but there are experts in their fields who can perform better than others, given their skill sets. From my education and work experience, I have some knowledge of IT, marketing, and business, but I am not an expert in all of them. When I am working on a project, I may reach a goal if I work hard enough to research everything I need to know, but I have found it to be much more effective and enjoyable to bring experts into the project to collaborate with. It always leads to better outcomes than working alone.

How do you approach challenges and problem-solving in your role?

I thrive on challenges—or opportunities, as I prefer to call them. Whether at work or in my personal life, I enjoy seeing the positive in what is, while imagining what could be and exploring the possibilities to get there. When I approach an opportunity, I start with a gap analysis to define the current state and the desired outcome. From there, I work backward to identify the steps needed to bridge that gap. Sometimes the path is clear but longer than expected, creating another opportunity to determine how to achieve the goal in the fewest steps possible. For someone who values problem-solving and efficiency, that's where the fun begins. This structured approach ensures clarity, prioritization, and alignment, while still leaving room for creativity and collaboration. After the planning phase, the real reward comes from working with the right people to bring the solution to life. Sometimes the solution turns out perfect, and it's exciting to celebrate that success. Other times, it doesn't go as planned—and that's when the fun of finding new solutions begins, because the challenge continues.

What advice would you give to future leaders?

Get comfortable being uncomfortable. I am not referring to physical discomfort, but rather that feeling you get when you step outside your comfort zone to learn or do something you are not great at. Growth rarely happens in the comfort zone. Embracing discomfort means willingly stepping into situations that challenge your skills, beliefs, and habits. At a personal level, this mindset builds resilience, confidence, and adaptability—qualities that help you navigate uncertainty and overcome fear. Professionally, it opens doors to innovation, leadership opportunities, and career advancement, as you learn to tackle complex problems and navigate change effectively. By making discomfort a normal part of your journey, you transform obstacles into catalysts for progress, ensuring continuous improvement and long-term success.

Two of my favorite authors, John Maxwell and Jocko Willink, share this philosophy: "There is no room for growth in the comfort zone, and there is no room for comfort in the growth zone." It is okay not to know everything. Be curious, ask questions, seek feedback, celebrate wins, learn from mistakes, stay adaptable, try new things, meet new people, help others, and have fun!

This article is part of an ongoing series of interviews with Extra Space Storage (NYSE: EXR) leaders. Interested in a career with Extra Space? Visit our careers page to learn more about our culture and job openings.