In this episode of Pillow Talk Sessions, Joe Persechino, Chief Operating Officer at Yugo, joins hosts Jessica Gillingham and Kristian Lupinski to unpack what it really takes to operate a global student living platform — in a world where demand is exploding, but supply isn’t keeping pace.
The global student population is projected to grow from 240 million to over 400 million by 2050. And yet, in most markets, purpose-built accommodation is still in short supply. Italy, for example — Europe’s third-largest student market — has just 5% PBSA penetration.
What stood out in the conversation was how carefully Yugo approaches expansion. Joe shared that each new market takes two years of groundwork, from planning research to educating stakeholders on what PBSA actually is. In many regions, they’re still introducing the concept before a single room is built.
Poland is one such market — less talked about, but full of potential. It’s seeing growth from tech demand and students from Lithuania, Serbia, and beyond. But it’s not copy-paste. Pricing, product mix, and expectations all need to flex. Joe made it clear: every market has to be listened to before it’s built for.
Yugo’s footprint spans 14 countries, and their model balances consistency with local nuance. Their 90-10 philosophy keeps service standards steady while adapting to local requirements — like Fair Housing in the U.S. or segregation rules in Dubai. Students know what to expect, wherever they land.
That sense of trust matters. Joe recalled a story of a Chinese student who had such a positive experience at a PBSA provider, they brought 28 friends along with them. That kind of advocacy doesn’t come from amenities. It comes from care.
Since rebranding in 2021, Yugo has doubled down on experience as a differentiator. Their three-pillar model covers personal growth, career development, and sustainability. Whether it’s CEO mentorship, financial skills, or a partnership with Formula One team VCarb, the focus is on more than housing — it’s about growing people.
Supporting that are strong operations. Staff are trained to spot mental health issues, coordinate with university services, and help residents transition into independent life. Joe mentioned that even in 1,500-bed buildings, the goal is to know students by name.
That line stuck with us.
Retention isn’t just about occupancy — it’s about students choosing to stay. And maybe more importantly, choosing to come back.
Yugo is also looking beyond stay duration. They’re working on ways to measure whether their residents go on to do better in life than those who live elsewhere. It’s ambitious. But if student living wants to matter long-term, this is where the conversation has to go.
Because ultimately, this isn’t just about accommodation — it’s about launching lives.
