Key Takeaways
- Labor accounts for 50-65% of total operating costs for moving companies, making it the largest and most variable expense on the P&L
- Movers and helpers earn $17-$25 per hour on average nationally, while CDL drivers in the moving sector earn $22-$35 per hour depending on haul type
- Annual turnover in the moving and storage industry runs 40-70%, costing operators an estimated $3,000-$8,000 per replacement event
- The US commercial driver shortage continues to push driver recruitment costs to $8,000-$15,000 per hire, straining moving companies competing for the same CDL pool
- Summer peak season (May through August) drives 40-60% of annual move volume and forces companies to pay 10-20% wage premiums to secure temporary labor
- Outsourcing dispatch, CSR, and booking functions to virtual assistants saves moving companies $25,000-$60,000 per year compared to in-house staff
Moving is labor. There is no technology substitution for the crew that loads the truck, drives across state lines, and carries furniture up three flights of stairs. In an industry where the product is physical effort, staffing costs are not a supporting expense - they are the business model. Labor accounts for more than half of every dollar a moving company takes in, and the combination of a tight CDL driver market, persistent seasonal demand swings, and a workforce prone to high turnover makes cost management both critical and difficult. Below is what it actually costs to staff a moving and storage operation in 2026, broken down by role, and what drivers, turnover, and seasonal surges are doing to those numbers.
Labor as a percentage of moving company operating costs
Moving and storage companies have one of the highest labor-cost ratios of any service business. The product is physical effort, and you cannot digitize or meaningfully automate it at the operational level.
Industry-level cost breakdown (moving and storage companies, 2026):
| Cost Category | Share of Operating Expenses |
|---|---|
| Labor (all roles combined) | 50-65% |
| Fuel and vehicle operating costs | 10-18% |
| Insurance (cargo, liability, workers comp) | 6-12% |
| Equipment, trucks, and maintenance | 5-10% |
| Storage facility and real estate | 3-8% |
| Administrative and overhead | 4-7% |
IBISWorld industry data for Movers and Storage (NAICS 484210 and 531130) shows labor consistently consuming more than half of revenue across company sizes. Small and mid-sized operators, who cannot spread fixed management and dispatch costs across high volume, often run labor above 60% of revenue during non-peak months. Even large van line agents operating under national brand agreements (Atlas, Allied, Mayflower, United Van Lines) report labor and driver costs as their primary margin driver.
Workers' compensation is a significant secondary cost unique to this industry. Moving involves heavy lifting, stair carries, tight quarters, and equipment operation, which together produce injury rates well above the national average for all private sector workers. The BLS reported that the transportation and warehousing sector recorded 3.5 injuries per 100 full-time workers in 2023, and moving specifically runs higher due to physical strain exposure.
For comparison with adjacent industries where labor-to-revenue ratios are similarly high, see the research on logistics industry staffing costs 2026.
Staffing costs by role
Moving and storage companies employ a distinct mix of labor-intensive frontline roles alongside back-office coordinators and management. Each carries different wage baselines, benefit loads, and turnover dynamics.
Movers and helpers
Movers and helpers are the core frontline workforce, loading, transporting, and unloading household goods and commercial contents.
Wage benchmarks (BLS OEWS, Glassdoor, ZipRecruiter, 2025-2026):
| Role | Median Hourly Wage | Annualized (Full-Time) | Notes |
|---|---|---|---|
| Moving helper / laborer (entry level) | $15-$18/hr | $31,200-$37,440 | High turnover, seasonal hires common |
| Experienced mover (2+ years) | $18-$23/hr | $37,440-$47,840 | Furniture handling, specialty moves |
| Senior mover / furniture specialist | $22-$28/hr | $45,760-$58,240 | Antiques, piano, art handling |
ZipRecruiter data for 2025 puts the national average wage for movers at approximately $19.50 per hour, with significant variation by metro. Movers in New York, San Francisco, and Washington DC regularly earn $24-$30 per hour due to cost of living premiums and union influence in some markets. Rural and Midwest markets trend $15-$18 per hour for comparable roles.
Movers are typically paid hourly with no benefits in smaller operations, or with limited benefits (health insurance, paid time off) at larger regional and national operators. The fully loaded cost of a mover - including payroll taxes, workers' compensation, and any benefits - typically runs 30-40% above base hourly wage. A mover earning $20 per hour costs the company $26-$28 per hour in fully loaded labor cost.
CDL drivers (van and tractor operators)
Long-distance and interstate moving requires Class A or Class B CDL holders. For large household goods carriers, the driver is also frequently a crew lead and customer-facing representative for the entire move.
Wage benchmarks (BLS OEWS May 2025, AMSA, carrier data):
| Role | Median Hourly / Annual | Notes |
|---|---|---|
| Local moving truck driver (Class B CDL) | $21-$27/hr | $43,680-$56,160 |
| Long-haul moving van driver (Class A CDL) | $24-$35/hr | $49,920-$72,800 |
| Owner-operator driver (household goods) | $55,000-$95,000/yr gross | Revenue per cwt, varies by lane |
| Van line agent driver (experienced, multi-year) | $65,000-$85,000/yr | Packing, loading, and delivery combined |
BLS Occupational Employment data for heavy and tractor-trailer truck drivers shows a national median of $53,440 annually (May 2025), but moving-specific drivers typically earn above that median due to the physical demands layered on top of driving. Van line drivers who also pack, load, and perform inventory documentation earn compensation structured to reflect multiple skill sets.
Owner-operators contracted to van lines are paid per hundredweight (cwt) of freight moved, with rates varying by distance, lane, and season. An experienced owner-operator running 100,000 miles per year on household goods moves can gross $80,000-$110,000 before operating expenses, though net income after fuel, insurance, and truck payments often runs $40,000-$65,000.
Crew leads
Crew leads supervise moving teams, conduct walk-through inventories, manage customer interactions on-site, and are responsible for damage-free execution. In most operations they are the highest-paid hourly or salaried frontline worker.
| Role | Median Annual Compensation |
|---|---|
| Moving crew lead (local) | $42,000-$58,000 |
| Moving crew lead (long-distance, van line) | $50,000-$70,000 |
| Lead with driver qualification (CDL + crew lead) | $55,000-$78,000 |
Crew leads are harder to replace than entry-level movers and typically have longer tenure. Losing a crew lead creates a compounding cost: the open position must be filled (often with overtime from other leads or promoted movers not yet fully trained), and customer-facing service quality often degrades during the gap.
Dispatchers and schedulers
Dispatchers in moving operations manage crew assignments, route planning, truck logistics, storage unit coordination, and real-time problem resolution on move days. The role requires simultaneous communication with crews, customers, and storage teams.
| Role | Median Annual Salary | Source |
|---|---|---|
| Moving dispatcher / scheduler | $38,000-$52,000 | Glassdoor 2025, ZipRecruiter 2025 |
| Senior dispatcher (multi-crew, high volume) | $48,000-$65,000 | Industry benchmarks |
| Operations coordinator | $42,000-$58,000 | Glassdoor 2025 |
Dispatcher salaries vary significantly by company size. A small moving company with 5-10 trucks may employ a dispatcher earning $38,000-$44,000 who handles all scheduling and customer communication. A regional carrier with 50+ trucks typically employs multiple dispatchers, with senior dispatchers earning $55,000-$65,000 plus performance bonuses tied to crew utilization and on-time rates.
Sales representatives and move estimators
Sales and estimator roles drive revenue by converting inbound leads into booked moves. They conduct in-home or virtual surveys, produce binding and non-binding estimates, and manage the pre-move customer relationship.
| Role | Median Annual Compensation (Base + Commission) |
|---|---|
| Move estimator / consultant (in-home) | $45,000-$68,000 |
| Inside sales representative (phone/virtual) | $38,000-$55,000 |
| Senior sales / key accounts | $60,000-$90,000 |
The commission component varies widely. Some operators pay straight salary; others pay commission structures where peak performers earn substantially above the base ranges listed. In-home estimators at large van line agents are often the highest-earning frontline staff outside of management when commission is included.
Branch and operations managers
Managing a moving operation requires both logistics knowledge and people management depth. Branch managers oversee hiring, training, scheduling, and P&L responsibility across multiple crews and sometimes multiple locations.
| Role | Median Annual Salary |
|---|---|
| Moving operations manager (single location) | $65,000-$95,000 |
| Branch manager (full P&L ownership) | $80,000-$120,000 |
| Regional operations director (multi-location) | $110,000-$160,000 |
| VP of Operations (large carrier / van line agent) | $140,000-$220,000 |
Glassdoor and ZipRecruiter data for operations manager roles at moving companies nationally aligns with the $70,000-$100,000 range for single-location management. Multi-location operators report executive roles commanding $130,000-$180,000 where significant operational complexity and revenue responsibility are involved.
Labor as a seasonal driver: peak demand and wage effects
Moving volume is not evenly distributed across the calendar year. Seasonal concentration is more extreme in the moving industry than almost any other service sector, and it creates staffing cost volatility that operators must plan for explicitly.
Seasonal distribution of US move volume:
| Period | Approximate Share of Annual Move Volume | Notes |
|---|---|---|
| May through August | 40-60% | School year end, leases, military PCS orders |
| September through October | 15-20% | Secondary surge as fall leases turn |
| November through February | 15-20% | Off-peak; corporate relocations, downsizing |
| March through April | 10-15% | Build-up period; early spring activity |
The American Moving and Storage Association (AMSA) data consistently shows that June, July, and August account for roughly 40-45% of all annual residential moves. Military Permanent Change of Station (PCS) orders, which represent a guaranteed and contracted segment of van line revenue, peak in the same window.
Peak season labor cost implications:
| Metric | Off-Peak (Nov-Feb) | Peak Season (Jun-Aug) |
|---|---|---|
| Crew utilization | 50-70% | 90-100%+ (overtime common) |
| Hourly wage premium for seasonal hires | - | +10-20% above base rates |
| Overtime as share of total labor cost | 5-10% | 20-35% |
| Temporary and seasonal crew as % of workforce | 10-15% | 30-50% |
Peak season staffing for a moving company typically involves a combination of retained full-time crews running overtime, recalled seasonal workers from prior years, newly hired temporary labor, and in some markets, leased labor from staffing agencies at 25-40% markup on base wages.
The difficulty of peak season staffing compounds the turnover problem. Moving companies hire aggressively in April and May to build capacity for June, then face a thinning workforce heading into September as seasonal workers leave. Training time is short, quality control is harder, and damage claims tend to rise during peak season when inexperienced crews are handling higher volumes.
Turnover rates and replacement costs
The moving and storage industry experiences turnover rates well above the national private sector average. Physical demands, irregular hours during peak season, and the seasonal nature of demand create structural conditions for high churn.
Turnover benchmarks:
| Metric | Figure | Source |
|---|---|---|
| Moving industry annual turnover (movers / helpers) | 40-70% | AMSA workforce surveys, industry reporting |
| Seasonal employee retention rate (return next season) | 40-60% | Operator interviews and workforce surveys |
| BLS monthly separation rate, local trucking / moving | ~4.2% annualized | BLS JOLTS 2024 |
| Crew lead and driver turnover (experienced roles) | 20-35% | Lower than frontline but meaningful |
Frontline mover turnover is among the highest of any skilled-labor-adjacent trade. Entry-level movers frequently exit after one season, either due to physical demands, finding year-round employment elsewhere, or injury. Operators who maintain strong seasonal recall rates (above 60% of prior-year seasonal staff returning) have a meaningful cost advantage over those rebuilding their crews from scratch each spring.
Cost of replacing one moving crew member:
| Cost Component | Mover / Helper | CDL Driver |
|---|---|---|
| Job posting and advertising | $200-$600 | $500-$1,500 |
| Screening, background check, drug test | $100-$300 | $300-$800 |
| Onboarding and safety training | $500-$1,500 | $1,000-$2,500 |
| Productivity gap during ramp-up (2-4 weeks) | $800-$2,000 | $2,000-$4,500 |
| Supervisor time and administration | $300-$800 | $500-$1,200 |
| Total per replacement event | $2,000-$5,200 | $4,300-$10,500 |
For CDL drivers in the moving sector, replacement costs are further inflated by the national driver shortage. Moving companies compete with trucking carriers, freight brokers, and logistics firms for the same pool of licensed drivers, and those carriers often offer more consistent year-round schedules. CDL holders who choose moving over OTR trucking are frequently motivated by local routes and home time, which moving companies can offer, but wage competition remains intense.
At 50% annual turnover on a 30-person frontline crew, a regional moving company replaces roughly 15 employees per year. At $3,500 average per event, that is $52,500 per year in replacement costs that does not appear on any single P&L line item but erodes margins continuously.
For methodology on calculating turnover costs across roles and industries, see the research on the true cost of employee turnover by industry in 2026.
The CDL driver shortage and its cost to moving companies
Moving companies are downstream victims of a national driver shortage they did not create and cannot individually solve. The shortage affects every sector requiring CDL holders, but the seasonal nature of moving creates specific disadvantages relative to year-round carriers.
National driver shortage context:
| Year | Estimated US Driver Shortage | Source |
|---|---|---|
| 2019 | ~61,000 | American Trucking Associations (ATA) |
| 2021 | ~80,000 | American Trucking Associations |
| 2023 | ~78,000 | American Trucking Associations |
| 2030 (projected) | ~160,000 | ATA economic modeling |
Moving companies face specific structural disadvantages recruiting CDL drivers compared to OTR carriers. Year-round freight carriers can offer 52 weeks of work; most moving companies have 30-35 weeks of meaningful volume. CDL holders who prioritize income predictability - which is most of them - find that gap disqualifying before anything else.
The physical demands compound it. Long-distance moving means driving plus loading, unloading, packing, and customer interaction on the same job. A lot of CDL holders prefer drop-and-hook OTR work where they stay in the cab. Large truckload carriers have also pushed starting pay to $70,000-$80,000 annually with benefits since 2021, and during tight periods have offered $3,000-$15,000 signing bonuses. Smaller moving companies rarely match either figure.
Moving companies that retain CDL drivers year-round, including through commercial moving (office relocations, retail build-outs, industrial equipment moves), storage and delivery operations, or junk removal services, report better driver retention than companies that effectively lay off drivers in the off-season.
Back-office outsourcing: dispatch, CSR, and booking functions
The clearest cost lever many moving companies overlook is the back-office. Dispatch coordination, customer service, booking and estimate follow-up, and scheduling administration can all be handled remotely at significantly lower cost than in-house staff, and none of them require someone physically at the office.
In-house vs. outsourced cost comparison:
| Function | In-House Annual Cost (Salary + Benefits + Overhead) | Virtual Assistant Annual Cost | Annual Savings |
|---|---|---|---|
| Booking / scheduling coordinator | $45,000-$65,000 | $14,400-$24,000 | $21,000-$41,000 |
| Customer service representative (CSR) | $42,000-$58,000 | $14,400-$24,000 | $18,000-$34,000 |
| Dispatch assistant / coordinator | $48,000-$68,000 | $18,000-$28,800 | $19,200-$39,200 |
| Estimate follow-up / lead nurturing | $40,000-$55,000 | $12,000-$20,400 | $20,000-$34,600 |
Virtual assistants handling moving company back-office functions typically earn $7-$15 per hour in labor markets where Stealth Agents sources talent (Philippines, Latin America), versus $20-$30 per hour for comparable US-based employees. Combined with elimination of in-office overhead (workspace, equipment, employer payroll taxes, benefits administration), the cost differential is substantial.
Common tasks moving company VAs cover:
- Inbound lead qualification and booking over phone and chat
- Estimate follow-up sequences (call, email, SMS)
- Dispatch scheduling and crew assignment support
- Customer communication on move day (status updates, ETA coordination)
- Post-move surveys and review generation
- Inventory list preparation and storage coordination
- Vendor communication (packing supplies, storage units, subcontracted labor)
Moving companies using virtual dispatch and CSR support report the most significant gains in lead conversion. A US-based booking coordinator working standard hours misses calls that come in evenings and weekends, which are peak inquiry windows when customers are home and researching moves. A virtual assistant team can extend coverage hours without adding proportional cost.
Deloitte's 2024 Global Outsourcing Survey found that 70% of companies outsourcing business functions cited cost reduction as the primary driver, with the secondary benefit being access to specialized capabilities without the overhead of full employment. For moving companies, the combination of cost savings and extended availability makes back-office outsourcing one of the few areas where smaller operators can achieve cost structures comparable to large national van line agents.
Commercial moving and storage: distinct cost structures
Commercial moving - office relocations, retail and restaurant equipment moves, data center migrations, industrial equipment transport - carries a distinct cost structure from residential moving. Commercial jobs typically involve higher wages for more specialized labor, longer project timelines, and more complex logistics.
Commercial vs. residential labor cost comparison:
| Cost Factor | Residential Moving | Commercial Moving |
|---|---|---|
| Average crew hourly rate (charged to client) | $100-$200/hr (3-4 man crew) | $150-$350/hr (specialized crew) |
| Specialty rigging and equipment operators | Rarely required | Often required ($30-$55/hr) |
| IT disconnect / reconnect coordination | Not applicable | Common requirement |
| Project management overhead | Minimal | 10-20% of project cost |
| Insurance and bonding requirements | Standard | Higher limits typically required |
Commercial moving companies typically pay their crews 15-25% above residential equivalents because the work requires more specialized skills (floor protection, furniture disassembly, server room handling) and tolerance for off-hours scheduling (most commercial moves occur on nights and weekends to minimize client business disruption).
Storage-specific labor, such as vault storage attendants, inventory clerks, and portable storage delivery drivers, runs $18-$26 per hour depending on market. Storage operations have lower turnover than moving crews but still face the challenge of recruiting for physical roles in a labor market where warehouse positions have increased in number and competitive wages significantly since 2020.
For comparable data on warehouse and distribution labor costs, see the research on warehouse and fulfillment staffing costs 2026.
What the numbers mean for moving company operators
Run the numbers on a mid-sized regional moving company with 25 full-time employees and 15 seasonal hires per year. At 55% annual turnover on the seasonal workforce and 30% on the full-time crew, this company replaces roughly 20 people per year. At an average replacement cost of $3,500 per event, that is $70,000 in annual turnover expense that never shows up on a line item labeled "turnover."
Add peak-season overtime running 25% above base labor cost for 10-15 crew members over 12 weeks, and that adds another $40,000-$60,000 in seasonal labor premium. Then factor in the driver search cost when one CDL holder leaves for an OTR carrier offering year-round consistency: $8,000-$12,000 per driver replacement on top of the weeks-long productivity gap.
The operators who manage these costs best tend to share a few practices: seasonal recall programs that bring back prior-year workers instead of rehiring from scratch, year-round employment paths for their best CDL drivers through commercial or storage work in the off-season, and outsourced back-office functions where the role does not require physical presence. None of those moves eliminates the cost problem. Together they address the biggest levers - turnover, seasonal premiums, administrative overhead - without requiring capital investment.
The driver shortage is the variable individual operators cannot fix. Waiting for the CDL pipeline to improve is not a plan. Companies that retain drivers by making year-round work available are the ones that staff their peak seasons without scrambling, and the ones that do not start June already behind.
Sources
- American Moving and Storage Association (AMSA): Seasonal move volume distribution, workforce surveys, industry benchmarks
- Bureau of Labor Statistics OEWS (May 2025): Wage data for movers, truck drivers, dispatchers, and operations managers
- BLS JOLTS (2024): Monthly separation rates for local trucking and moving sectors
- BLS Occupational Employment Statistics: Heavy and tractor-trailer truck driver median wages
- BLS Injury, Illness, and Fatality Data (2023): Transportation and warehousing injury rates per 100 workers
- American Trucking Associations (ATA): US driver shortage estimates 2019-2030
- ZipRecruiter (2025): Mover, dispatcher, crew lead, and operations manager wage data
- Glassdoor (2025): Moving industry salary ranges by role and metro
- IBISWorld: Moving services industry NAICS 484210 cost structure and revenue benchmarks
- Deloitte Global Outsourcing Survey (2024): Outsourcing driver priorities, cost reduction statistics
- Van line agent performance data (Atlas, Allied, United, Mayflower): Publicly available rate and cost disclosures
- FMCSA CDL licensing statistics: Driver shortage underlying data and licensing pipeline
- American Transportation Research Institute (ATRI): Trucking operational cost of trucking study 2024
- Moving company operator interviews and industry surveys (2025): Seasonal staffing and turnover estimates
- Statista: US moving and storage market size and labor benchmarks 2024-2026
- Peerless Research Group: Warehouse and distribution turnover benchmarks (for storage comparison)
- Workers Compensation Research Institute: Moving and relocation industry injury frequency and claims cost
- US Census Bureau American Community Survey: Household mobility data and move seasonality