“I feel really blessed and lucky to work in this industry and talk to people like you and others.” – Thomas DeMiranda

Thomas’s journey into student housing wasn’t linear. He started out in sales, worked through marketing at Catalyst and eventually became Chief Sales Officer at Yugo (formerly Campus Advantage). What struck me in his story was how often his career came back to one theme: people may think property management is about assets but at the core, it’s about students, parents and the experiences that shape a once-in-a-lifetime season of life.

“At the heart of campus property management is we take care of the students.” – Thomas DeMiranda

Student housing operators face the annual challenge of re-engaging and securing residents all over again each year. The pressure is relentless, if you don’t provide an exceptional student experience, they’ll move across the street. I realized how much harder this model is than conventional housing: you’re not just managing occupancy, you’re managing milestones–but it changes everything, the resident centricity & understanding is a constant focus. 

“The disruption we’re bringing is that we are the first global student housing brand.” – Thomas DeMiranda

While most operators call themselves managers, Yugo is positioning itself as a brand. Just like Marriott defines consistency in hospitality, Yugo wants students and parents to recognize its name in Austin, London or Paris. That’s a powerful shift, it reframes property management from a behind-the-scenes service to a consumer-facing promise of experience, safety and growth.

“When you step into a Yugo community, you know what to expect.” – Thomas DeMiranda

The real differentiator isn’t just amenities like pools or golf simulators. It’s consistent and clear. Thomas described how Yugo’s partnerships with global brands like Red Bull and Formula 1 elevate the resident experience far beyond “pizza parties and pool days.” Hearing this challenged me to think bigger: am I treating the brand as just a log or as a system of promises that has to be delivered consistently at every touchpoint?

“Be a doer. And when you get the thing, don’t think you’ve arrived.” – Thomas DeMiranda

Success in this industry doesn’t come from waiting, it comes from rolling up your sleeves, proving yourself daily and chasing excellence even when the horizon keeps moving. For me, it was a reminder that authenticity and persistence matter just as much as strategy. Hell yes moments aren’t about perfection; they’re about consistently showing up and delivering on your promise.

Action Items & Follow-up Questions

From Thomas’s perspective, here’s what I took away as both a challenge and inspiration:

• Center the student first and everything else follows.
  
• Reframe management as a brand. What promise am I consistently delivering?
  
• Standardize operations so a brand promise isn’t just words but actions.
  
• Be relentless about excellence, don’t think you’ve arrived.
  

Questions I’d love to hear your perspective on:

• What would it take for your operation to feel as consistent as a hotel brand?