Managing Today Like the Future Is Already Here

In a previous article, we argued that you should manage your operation today as if the future were already here. Recent studies by JLL and CBRE on the modern office environment reveal that workplaces are smaller and employees’ priorities have shifted. Yet business owners still need strong productivity and cohesive teams. 

To meet today’s expectations for both buildings and staff, the traditional workspace must evolve. As IFMA’s Measuring What Matters notes, “Offices are becoming culture-building destinations designed to attract and retain hybrid workforces through engaging, community-focused experiences rather than traditional work-only environments.” 

From the parking industry’s perspective, this observation is especially important. Parking garages’ role in commerce and culture is undoubtedly changing, but it is a slow and gradual shift. However, as we read industry publications, we find that most articles describe a parking industry that doesn’t yet exist. Many platforms and publications discuss a tiny percentage of our actual user base, perhaps only 3 or 4 percent, and explain ad nauseam ideas that are not yet a reality. In short, we are spending a lot of time and energy discussing things that don’t matter yet while sorely neglecting those that matter now. “You should manage your operation today like the future is already here” means that while new technologies and trends (like LPR, EVs, and micro-mobility) are important to watch, the immediate priority remains running efficient, profitable operations that meet today’s customer needs while positioning for tomorrow’s. 

Each month, we see features on “parking and mobility,” often emphasizing integration with micromobility—electric scooters and bicycles—or on multi-million-dollar investments in bike paths that are rarely used. While a few facilities have succeeded in offering scooters for last-mile travel, these cases remain the exception rather than the rule. Yet industry articles often present them as if they represent the whole market, which isn’t accurate. 

Similarly, we frequently read about License Plate Recognition (LPR) systems that supposedly eliminate the need for gates and paper tickets. LPR can indeed be a useful tool, but the decision to go gateless depends on the facility, its customers, and operational demand. Our core mission remains the same: get the tickets on the cars and the money in the bank. 

After conducting reviews across many facilities, we’ve seen an increasing number adopting LPR—but also a troubling trend of misread plates. During recent visits, Leigh and I saw multiple exits blocked because of misreads, while trade magazines continue to highlight LPR’s successes. We’re not here to judge the concept of gateless parking itself; we’re here to judge its ability to support our most basic job to identify every car, calculate time, and collect accurate revenue. 

EV charging has become another frequent topic in parking media, often portrayed as a significant new revenue stream. But EVs still account for less than 9% of new-car sales, and research suggests it may take another decade to move beyond the “early adopter” phase. The promise of EV parking is real—but not yet widespread. 

We could list many more examples of forward-looking trends that dominate industry conversations, but don’t yet solve the daily challenges of getting cars off the street and into spaces. At TPN, our focus is on conducting thorough financial and operational reviews to ensure facilities are positioned for both current success and future readiness. 

Managing as if the future is already here means acknowledging that technology and customer expectations are evolving, without losing sight of today’s operational realities. EVs, AVs, and digital systems will reshape the parking landscape in time. The managers who thrive will be those who can operate efficiently today while preparing their teams and systems for tomorrow. 

If you, like us, are tired of the hype and want to do your job better, here are some pro tips we compiled that have served garage managers well for decades. Give these a try, let us know how they help, and give us a call for the big lifts. 

Action Items for Parking Managers 

1. Focus on fundamentals first. Ensure your current operation consistently identifies every car, calculates accurate time, and collects every dollar owed. 

2. Evaluate new technology critically. Before adopting tools like LPR or EV charging, verify that they support daily operations.

3. Train staff for flexibility. Cross-train your team to handle both current systems and emerging technologies, ensuring seamless transitions. 

4. Align upgrades with your customers. Not every innovation fits every facility. Match investments to your customer base and site demand. 

5. Plan for change but perform today. Keep one eye on the horizon but never take the focus off operational excellence in the present.  

Closing 

In the end, managing today like the future is already here means staying grounded in operational excellence while preparing for inevitable change. The parking industry will continue to evolve with new technology, new customer expectations, and new ways of doing business, but success will always depend on doing the basics well: identifying every car, collecting every dollar, and delivering a seamless experience.