25 Years of Peer Group Stories - #3 Dave Steele

This article's content originated on Peer Talk podcast ep. 33 from Spring of 2022.

Scaling Smart: Multi-Site Mastery and the Personal Touch

For Dave Steele, the rental industry is in his blood. His grandfather started Aurora Rents in the early 1960s, and his father, Larry, carried the business forward. Dave, like many second- or third-generation operators, started in the wash bay as a teenager, worked through high school, and then went off to find his own way. 

Eventually, he came back—not because he had to, but because he realized something important: 

“I was a bad employee. I needed to be the boss.” 

Returning to Aurora Rents with a fresh perspective and an entrepreneurial spirit, Dave committed to making his mark on the company while honoring its legacy. Today, he manages a multi-site operation just outside of Seattle, with three thriving locations—and a firm grasp on what it takes to make them work. 

Three Stores, One Standard 

Aurora Rents currently operates in Shoreline, Green Lake, and Lake City, Washington. Shoreline, just north of Seattle, is the largest store and serves as the central hub. Green Lake and Lake City—both within Seattle’s city limits—serve surrounding neighborhoods. 

Each location is close enough to enable the team to share assets and inventory efficiently, which has proven to be a crucial strategic advantage. Dave learned this the hard way, having experimented in the past with expanding farther afield—only to find it stretched the company too thin. 

But having multiple stores—even close together—comes with its own set of challenges. The biggest? Consistency. 

“If one manager is doing things one way and another is doing something totally different, it just causes conflict.” 

That’s why Dave’s goal is to create a seamless experience—both for customers and staff—regardless of which Aurora Rents location they walk in. Whether it’s procedures, systems, or the standard of service, the aim is unity. 

The Management Triangle 

Dave serves as General Manager and oversees the Shoreline store. He’s joined by a partial owner managing the Green Lake location and a dedicated store manager at Lake City. Together, they form the company’s leadership core. 

Larry Steele, Dave’s father, still lends wisdom and experience to major decisions, even as he eases into retirement. His presence ensures continuity, while Dave drives operational improvements and modern management strategies. 

Each store has its own separate corporation, which simplifies financial tracking and promotes accountability. But it also means store managers tend to view their inventory as their own mindset Dave must navigate when equipment is moved between stores. 

“If a piece of equipment moves from one store to another, the home store manager wants it back—it’s how they make their money.” 

It’s a balancing act, and one of the many nuances of managing a multi-site business. 

A Personal Approach to Employee Retention 

In an era marked by the Great Resignation and labor shortages, Dave has doubled down on what matters most: relationships. 

He’s a walk-the-floor leader, spending time at each store every week, talking with employees, learning about their lives, and showing up as more than just “the boss.” That approach, he says, makes a tangible difference. 

“I try to know what’s going on with my people—not just what they do at work, but who they are.” 

One standout example? A long-time bookkeeper—who’s been with Aurora since graduating high school—was recently gifted a brand-new car as a token of appreciation for 30 years of service. 

“It was a fun thing to do. But it also sent a message to the rest of the staff: “We care, and we want you to stay.” 

Retention isn’t just about big gestures, though. Dave believes in regular one-on-one conversations, not just annual reviews. He also pays attention to benefits—but recognizes that for younger employees, cash still talks louder than health plans. 

“Entry-level employees don’t always value benefits. They want more money in their pockets. But over time, they start to realize the value of what we offer.” 

Aurora Rents provides a well-rounded compensation package, but Dave remains realistic: pay still drives most decisions, especially in the high-cost labor market of Washington state. 

Culture Through Food—and Flexibility 

Dave isn’t immune to trends, either. He noticed that “feeding the crew”—from pizza Fridays to BBQs—boosts morale. While it’s not a formal program yet, he sees value in these moments of camaraderie, and he’s considering making it a more regular occurrence. 

He’s also intrigued by HR tools like BambooHR, which help employers understand what really matters to their teams. Whether it’s communication, fringe benefits, or flexibility, the expectations of today’s workforce are changing—and Dave is adapting with them. 

Training and the Next Generation 

Employee development is one of the next big frontiers for Aurora Rents. Dave’s peer group has inspired him to improve onboarding, training systems, and job documentation—especially for newer team members. While they currently rely on shadowing and mentorship, he recognizes the need for structured resources. 

“A training manual helps new employees, but it also saves time for experienced ones. They don’t have to stop what they’re doing to explain everything.” 

He’s exploring peer-developed systems and considering tools to help formalize their internal training process—without losing the personal touch that makes Aurora Rents what it is. 

The Road Ahead 

With strong year-over-year growth, a loyal team, and three high-performing stores, Aurora Rents is positioned for expansion. But any move will be intentional. 

“Right now, we’re focused on finding property. We’ve outgrown our Lake City location and need to relocate it before anything else.” 

Only after that move will Dave consider a fourth store—and even then, it’ll depend on market conditions, logistics, and internal readiness. 

As someone who’s seen expansion done both right and wrong, Dave knows the risks of growing too fast or too far. His focus remains on sustainable growth, team alignment, and continuing to build on the foundation laid by his grandfather and father. 

Takeaways

• Multi-site success requires consistency in operations, culture, and customer experience. 

• Personalized leadership—walking the floor, knowing employees’ loyalty and retention. 

• Separate corporations for each store can improve financial clarity and accountability.