The U.S. 30+ day rental market grew 136% in six years — but the procurement layer that books it still runs on email, spreadsheets, and RFQ chains. Who supplies the segment, who buys it, and where the rails fell behind the demand.
What's actually happening in midterm housing — Part 1 of 4
In January 2026, Furnished Finder and AirDNA jointly released the first comprehensive report on the U.S. monthly rental market. The headline finding: 28+ day rental nights grew 136% from 2019 to 2025, from roughly 20 million to 46 million annual nights. Stays of 30 days or more now represent approximately 19% of all rental demand and 33% of urban nights booked. (Furnished Finder + AirDNA, January 2026)
That is a structural change. Not a pandemic-era spike that fades, not a niche of vacation-rental supply finding a side door — a 2.3× expansion of an entire category, sustained over six years, and tilted increasingly toward urban markets where the long-stay use cases concentrate.
It is also a category that has, until very recently, run on workflows designed for a market a fraction of this size.
The pool isn't just bigger — it's restructured. The clearest signal of that shift comes from Robyn Joliat, President and Chief Technology Officer of 3Sixty, the corporate-housing aggregator with 3.4 million units in inventory and more than 200 Fortune 500 clients. In a May 2026 interview with Business Travel News, Joliat reported that extended-stay needs for business travel — outside of relocation — have increased 26.5% since 2024 among her platform's customers. (Robyn Joliat, President & CTO, 3Sixty, Business Travel News, May 2026)
Companies, she said, are sending employees out for longer than the traditional three-to-seven-night business trip — anywhere from 10 to 14 to 30 nights, and frequently beyond. The tech sector is a particular driver: data-center construction, new development, and software-deployment engagements are sending teams into single locations for weeks or months at a stretch.
The contrast Joliat draws is sharper than the topline number suggests. "Re-lo isn't booming like it has in years past," she said. "It's been very inconsistent for the last several years. So to keep their businesses vital and continue to drive new revenues, [corporate-housing owners] have to think differently. They really have no choice." (Joliat, BTN, May 2026)
Translation: the demand growing fastest isn't classic HR-driven relocation. It's project work, extended business travel, healthcare staffing, and insurance displacement — each with different decision-makers, different budget owners, and different procurement workflows. Corporate-housing operators built on the old relocation stream are pivoting because the new stream is structurally larger.
The list of players that touch 30+ day accommodations is longer than most outsiders realize, and the relationships between them are not obvious. Four functional groups cover most of the activity.
Insurance housing companies are the entities that place displaced policyholders into furnished accommodations on behalf of insurance claims. ALE Solutions — the largest in the U.S., acquired by Corpay (NYSE: CPAY) for roughly $430 million in 2021 — anchors the layer. CRS Temporary Housing was acquired by Ridgemont Equity Partners in January 2026. Sedgwick's housing arm grew out of the 2021 acquisition of Temporary Accommodations. Alacrity Solutions has been majority-owned by BlackRock Alternatives since 2023. Their immediate customer is the insurance carrier; their workflow runs through the adjuster.
Relocation management companies (RMCs) orchestrate corporate employee moves. SIRVA — newly led by CEO Carlyn Taylor as of February 2025 — coordinates roughly 30,000 relocations annually across 190+ countries. Cartus has been running 60+ years with more than 4 million moves completed. Graebel installed a new CEO (Ron Dunlap) in August 2024. CapRelo, Bristol Global Mobility, NEI Global, Plus Relocation, Altair Global, and DwellWorks round out the bench. Their customer is the corporate HR or mobility team; their workflow is full-service — home sale, household goods, destination services, temporary housing, and, increasingly, project-based assignments.
Corporate-housing operators are the people who actually run the inventory. This is where supply lives. National Corporate Housing (Denver, 248 employees, approximately $253M in revenue) describes itself as the largest in the United States. Preferred Corporate Housing (Houston, founded 1996), AvenueWest Global Franchise (1999), AMSI Housing & Relocation (San Francisco, founded 1970 — a co-founder is credited with helping coin the term "corporate housing"), and roughly two hundred smaller regional and local operators round out the supply side. Two dozen of them are venture-backed branded operators with their own apartment networks: Landing (6,500 apartments, $305M+ raised), Blueground (10,000+ apartments globally, 27 cities, approximately $355M raised), Placemakr, Sentral, Mint House, Roost, Cozysuites, and Anyplace all sit in this tier. AKA Hotels — Korman Communities' luxury extended-stay brand — operates in 17 countries with around 209 employees.
Procurement platforms and aggregators are the software layer that sits between the buyer and the supply. 3Sixty (the Reside Worldwide platform Joliat runs) curates millions of units across operators, aparthotels, and hotel partners, and pushes that inventory directly to corporate travel managers and travel management companies via API. Synergy Global Housing merged with SilverDoor in August 2025 to consolidate at a similar scale; Synergy also relocated its U.S. headquarters from San Ramon to Houston in the run-up to the merger. Below the aggregators sit the B2B sourcing platforms: Nearsite raised fresh venture capital in late 2025 (Mentors Fund seed in September, a TMT-banker CFO hire in October); ReloQuest has been building bootstrapped since 2015 with $5.6M in ARR; CHBO — Corporate Housing by Owner, run by Kimberly Smith, who also founded AvenueWest — runs a marketplace alternative. Each of these tries to compress the buyer's "find available furnished accommodations for 30+ nights in this market by this date" workflow into something faster than email and spreadsheets.
The hotel chains belong in this picture too. Marriott (Apartments by Marriott Bonvoy), Hilton (Tempo, LivSmart Studios), Hyatt (Hyatt Studios), IHG (Atwell Suites), Choice (Everhome Suites, WoodSpring Suites), and Wyndham (ECHO Suites) have all launched purpose-built extended-stay brands. Choice has publicly stated that demand for purpose-built extended-stay product reportedly outstrips current supply by roughly 2x. (Choice Hotels press, 2024) Hotel chains don't capitalize brand launches into shrinking segments.
What sits underneath this market is a procurement layer that, by and large, runs on workflows designed before the 30+ day segment doubled in size.
A Booker — most often a Relocation Specialist at an insurance housing company — needs to place a displaced policyholder into a furnished accommodation by Wednesday. The workflow today: pull a list of operators in the right market, email or call each one, wait for replies with availability and pricing, build a shortlist, send it to the policyholder for selection (often as a PDF attachment), then re-confirm with the selected operator and run billing through a separate accounts-payable system. Extensions — needed in roughly 90% of insurance bookings, because restoration timelines slip — start the cycle over.
A corporate mobility manager placing a project team into a tech build-out in Austin runs a parallel workflow with different decision authority and the same email-driven foundation. So does the procurement officer assembling temporary accommodations for a 13-week travel-nurse assignment.
The result is a market where supply has roughly doubled in six years, demand is shifting toward use cases the legacy workflow wasn't built for, and the procurement layer is still a network of inboxes, spreadsheets, and RFQ chains. That is the structural gap.
When Joliat says corporate-housing owners "have no choice" but to think differently, she is pointing at the same gap from the supply side. Operators built on the legacy procurement layer are being asked to serve demand that the legacy layer doesn't surface efficiently — project work, extended business travel, longer corporate placements — and they are discovering that the bottleneck isn't supply. It's the rails between supply and the people booking it.
The next generation of corporate-housing infrastructure has to do three things at once.
Real-time inventory and rates. When a Booker pulls up a market, they should see what is actually available right now — at the actual rate the host is taking today — without waiting for a return email. The volume of 30+ day demand makes batch sourcing untenable.
Built for 30+ day stays, not retrofitted. The hotel chains' extended-stay buildout is validation that the segment is growing, but a nightly platform with monthly discounts is not the same product as a marketplace tuned for monthly stays from the search filters through the extension workflow.
Workflow-grade billing. Insurance billing, corporate billing, and direct-guest billing all run differently. A platform that treats them as one payment method doesn't serve any of them well. The procurement layer needs to mirror how the industry actually structures payments.
That set of requirements is what Radius is built for. The homepage line — "The only real-time marketplace exclusively for 30+ day stays" — names the two axes that most directly contradict the legacy stack: real-time (not RFQ-driven) and exclusively 30+ day (not nightly retrofitted). Underneath the headline sits a Booker workflow that compresses the email chain into a single window: search every host's live inventory, build a shortlist, send it to the guest, place the stay. Kill the RFQ.
The 136% growth number from Furnished Finder and AirDNA is not, ultimately, the most important number in their report. The more important number is the one operators and Bookers keep reporting privately: the workflow hasn't changed. The category has grown, the demand has shifted, and the procurement layer that supports it has not kept pace.
That is the gap. The next three posts in this series cover where the corporate-housing industry came from, where it is going, and what a procurement layer built for the new shape of demand actually looks like.
Next → Part 2: Where corporate housing came from
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