I need advice on a possible Discrimination + Wrongful termination + disability case. Should I pursue or not?
I am a teacher at a private religious academy, a recruiter sent me the listing through linked in during my job search. I did a couple of interviews with the principal and accepted the job August 2023 (the start of this school year) after I visited the school and met with both the principal and the academic dean. During that meeting the school community was described as a neighborhood school where most students live nearby and as a religious school, students are very shelter to their community. I was also told that families were Trump supporters. CODED . I am a Latina educator and I do not reflect the school community in fact I’m one of three Latina teachers at the school. My response to that comment was “Will my presence at this school be a trigger? ” to which I was assured that it would not be a problem, parents aren’t allowed on campus and that the admin had my back.
Throughout the school year there have been numerous times that ive experienced emotional distress due to a toxic culture that includes students making micro aggressions and racist comments about me and to me. When I have reported these incidents I hear things like “well the students hear these kinds of things from home” as a way to diminish the issue, meanwhile two of the students that have called me derogatory terms have been children of administrators at the school. I’ve recorded a list of incidents and dates of these events that include student yelling out “all lives matter” while I was teaching about slavery, students causing a disturbance in class by yelling out mean comments about an Arab man on a video as we were starting our unit on the spread of Islam, a state standard. (The school said to skip the unit because students were too immature and let parents know there was an incident in class.) During the most recent issue, I was told to “take a walk” when I was crying while reporting it to HR.
There’s also this layer of preference for employees of the community and members of the same faith, and beyond that there is a preference for employees who come from the same country. Admin began to micromanage and began to ask employees to check in and out, sending daily reminders when we wouldn’t do it and making sure that we were starting workday at 8 AM when the culture had been to come in prior to teaching your class. classrooms are shared so many of the veteran teachers arrived 15 minutes before they taught. One veteran teacher describe the schedule as a professors schedule. I spoke to the principal about this after receiving an email and made sure to arrive on time my coworker actually received a positive email thanking her for coming on time although she would come after I arrived.
Prior to this last incident, talks of next year were happening. On a survey I listed that I was not sure I would be returning, I spoke to the principal three times about my hesitations based on the foreseeable increase of incidents during an election year. If students are saying wild things now what would it look like when the 24 hour new cycle is on 100? At the end of all the meeting we agreed to meet again and see where we are at . During one of the meeting the principal asked me in a perfect world what would make me stay at the school, I said that a 4 work week would help me manage the anxiety but I understood that required a lot of moving things around, I also said smaller class sizes . Again it was a hypothetical asked my the principal not a requirement on my end. Because of the emotional toll and stress all these incidents caused throughout the year,I was going through my PTO quickly. I have doctors notes to cover these absences as they were due to my anxiety. I spoke to HR about my anxiety struggles and how my previous Job had honored my FMLA for me when I experienced chronic anxiety and asked I f that was possible. I was given a form for my health group to fill, but I never received it from the health group and have been fighting for it since December. The principal started to dodge me and not respond back to emails when I would try and schedule an update meeting where I was going to tell him I decided to stay for next year. I was feeling anxious because there was a lot of shady things going on with contract talks for other staff of color (the other Latina teacher was told her contract would not be renewed with no explanation, the athletic director position was taken from a person of color and give to someone else with no experience). I told the principal that my gut was telling me something was wrong and if the school wanted me back next year? He said “you shared your concerns with the election next year and a 4 dayweek and I've shared our concerns with the time you come in and then said “ we are moving in a different direction “ I said “okay why”, he said “well we can't accommodate a 4 day week like you want” I said “so is it because I'm asking to take time off” he said “no it’s nothing you did, I’ve seen you work really hard this school year” but then he said “ I know our parents and we’re restructuring things.”
I want to speak to the principal about this because it feels like I’m being terminated for things that are not under my control and not based on my performance (discrimination itaion). Him mentioning the day 4 work week when he is terminating me makes me feel like speaking up about needing accommodations because of the feelings of being burnt out due to the toxic work environment caused my contract was not renewed(disability /wrongful termination).
I have called various law groups that deal with employment law, and have been told a couple of times that because my school is a really religious institution and a non profit they are exempt from discrimination laws. I’m pretty sure it’s just because they don’t want to deal with it and I’m feeling like maybe it’s just something I need to drop. I’m waiting to talk to HR or the principal about my termination until I have the language and knowledge to explain the bad practice and would like some guidance. I have five more weeks of the school year to finish out and as hostile as a work environment feels I am going because I need to earn a paycheck and save for my upcoming layoff which is making me even more anxious. What are my options? Is this situation worth pursuing legally?

Hello Fellow Apes,
I want to take a quick minute to write a post about Moocao's post regarding CVS Q1 2024 earning.
https://www.reddit.com/Healthcare_Anon/comments/1cjpur9/cvs_q1_2024_earnings_analysis_earnings_call10q/
It is a great post with many implications taken from the perspective of an investor and someone who is on the front line. We're literally seeing CVS' earning unfold in real time. Additionally, I want to juxtapose it with the things that are being written on WSB because comparisons often serve as a good frame of reference.
https://www.reddit.com/wallstreetbets/comments/1ckq8i2/cvs_got_crushed_so_pntg_may_soa?share_id=vWu2IAVOKrdbdYRsz0UOF&utm_content=1&utm_medium=android_app&utm_name=androidcss&utm_source=share&utm_term=1
We often don't know what we're looking at until we have something to compare it to. We're going to start off with Moocao's DD before going to the WSB DD (Sorta)
Starting with Moocao's DD.
CVS reported that their first quarter earnings were negatively impacted by an increase in the use of Medicare Advantage services, which affected their profitability. However, this issue does not stem from the Centers for Medicare and Medicaid Services (CMS). Instead, as a provider of managed care, companies like CVS are responsible for delivering this care to their consumers. The goals of the managed care model include improving cost efficiency, coordinating care, enhancing benefits, promoting preventive care, and managing risk. This model is designed to be cost-effective, focused on preventative care, and capable of delivering high-quality health outcomes. If there is a significant increase in service utilization that is not related to extraordinary circumstances like delayed elective surgeries post-COVID or other exceptional reasons often cited by healthcare companies, it likely indicates a failure in effectively managing the health of the population. In essence, they have reached a point where they must provide necessary care without the ability to further profit by denying services. This situation implies that their management of member health was inadequate, forcing them to address these health issues more intensively now.
CVS reported a revenue growth of 3.7% and an adjusted earnings per share (EPS) of $1.31 for the first quarter of 2024. However, they have revised their EPS forecast for the year downwards to at least $7.00. This adjustment is primarily attributed to higher than expected Medicare utilization. Although these figures appear positive, they don't fully reveal the underlying dynamics affecting the company.
Previously, CVS had forecasted a normalization of service use, building upon an already high baseline from the fourth quarter of 2023. However, they have now observed that the current utilization trends are exceeding those of Q4 2023. This might be the first earnings report this season where a company has reported higher utilization compared to the previous quarter, setting CVS apart from others. Most companies noted an increase in inpatient services in January and February, with a decline in March, but none have reported a higher utilization than in Q4 2023 until now. As mentioned, I believe this is just a consequence of their action, and it is one of the reason why they are desperate for CMS to increase the fee for service rate to be higher than the 3.7% increase they will be getting.
Additionally, CVS has increased its reserves to cover any unprocessed claims resulting from the Change Healthcare cyberattack. Both outpatient services and Medicare supplement utilization have remained high in the first quarter of 2024, surpassing previous projections.
Furthermore, Aetna evaluated the CMS final rate notice for Calendar Year (CY) 2025, along with changes to the Medicare Part D plan as mandated by the Inflation Reduction Act. The company concluded that the reimbursement rates are insufficient (CMS doesn't care and the rules are final). Aetna points out that the lower rate increases specified by CMS will significantly disrupt the level of benefits and the range of options available to seniors nationwide which is another way of saying it will punish the consumers by cutting back on benefits and probably denying the shit out of any claim. Consequently, Aetna plans to reduce benefits and will strategically withdraw from certain markets during the bidding process for CY 2025, a move that is in line with trends seen among other players in the market. My bet is they will start withdrawing from poorer areas where the self-managed care of the population is bad. They will probably still still in more affluent areas where people are managing their own care and has more money. Aetna is focusing on improving its profit margins and has decided not to pursue growth in this market segment in CY 2025.
In response to increased utilization, Aetna has established multidisciplinary teams to analyze claims data for specific conditions, geographic regions, or unusual patterns in service use. It's important to clarify that Aetna is well-equipped to identify the reasons behind this increase. By categorizing and reviewing billing codes, they can easily pinpoint which areas are contributing to higher utilization. CVS has attributed the rise in costs to increased outpatient services and higher drug prices. Prominent factors that typically escalate healthcare expenses include dialysis, diabetes, and drugs for multiple coexisting conditions, which are notoriously expensive and difficult to cut back on. Moreover, this situation is compounded by a deteriorating general health among the population, driven by years of inadequate investment in population health management, leading to a critical point where reversing the trend becomes exceedingly challenging.
Additionally, CVS will be using biosimilar drugs to save money while providing "equivalent clinical care." Biosimilar drugs are a type of medication designed to be highly similar to an already approved biological drug, known as a reference or originator biologic. Unlike generic drugs, which are exact copies of chemically synthesized drugs, biosimilars are derived from living organisms and are not identical replicas but are closely matched in terms of safety, effectiveness, and quality to their reference biologics. Biosimilars are developed to compete with existing biological drugs, offering potentially lower-cost options once the original products' patents expire. This might result in higher claim denials, but slower delivery of care. If this is the case, the issues of population health will just get worse.
In the first quarter of 2024, CVS reported a Medical Benefit Ratio (MBR) of 90.4%, marking an increase of 580 basis points compared to the first quarter of 2023. This rise is attributed to increased utilization of services and a decrease in STARS ratings for the year 2024. Specifically, CVS has observed heightened utilization in outpatient and supplemental benefits, alongside rising pressures on inpatient services. The latter is characterized by seasonal patterns in inpatient admissions that CVS has not encountered since before the pandemic.
In response to these financial pressures, CVS is considering the retirement of certain health plans and the introduction of new plans less impacted by Total Benefit Cost (TBC) thresholds. Additionally, CVS plans to recalibrate the pricing on their existing plans to compensate for the eroded margins.
Moreover, CVS/Aetna is prioritizing pricing strategies aimed at maintaining profit margins rather than expanding membership. Despite these pricing adjustments, CVS does not anticipate a significant loss in membership. This expectation is based on the assumption that similar industry-wide pressures will lead to widespread plan price increases, encouraging members to stay with CVS/Aetna. Concurrently, CVS is exploring reductions in benefits as part of its strategy to improve profit margins. Now... what would happen if there are companies that do not experience similar industry-wide pressure? CVS and similar companies with have real competitions!
The other points Moocao made in the post are self-explanatory and I highly suggest you give it a read. I'm only highlighting keypoints and their implications. I don't see how CVS MCR is going to improve when their population health is so bad that they can't even explain it on an earning calls. We know they know. You can't be a company like CVS and fail at projecting population health. Their profit making caught up to them, and now they have to git gud real fast.
Now for the CVS DD from WSB.
I find the post particularly amusing, and I give the author credit for suggesting that home healthcare would solve CVS' problems. However, he is very wrong in his understanding of healthcare companies and home health. Home health care is a solution and will be the replacement for nursing homes. In is a most cost-effective solution. As for healthcare companies, they will first start cutting cost before they explore introducing another product such as home health care. There are companies such as CLOV that does have a home health care, but CVS doesn't have one and will not be exploring one anytime soon. As for PNTG, the crowd went mild after the recent earning a large part of this is because home health margin isn't that great and the new 80/20 rules for HCBS waivers aren't that great, but we're not going to dive into that here.
I just want to highlight the contrast between Moocao DD and the kind of stuff others such as WSB would post. I know that it may look simple, but there are real nuances to the stuff that we write. For those of you who know how to use census track, you can figure out which geographic areas is causing the most pain for CVS. older, poorer, and less educated seniors are the ones causing the high uptick in utilization. If they really want to reduce the utilization, they need to invest more money into improving access to care and education to improve public health.

Bank loyalty programs have become essential in the ever-changing financial industry, as banks fight aggressively for the attention and allegiance of their consumers. These initiatives aim to do more than just keep clients; they also aim to make a lasting impression, build sincere relationships, and turn routine business dealings into thrilling journeys. Come along as we explore the ins and outs of bank loyalty programs, their intricacies, their magic, and the tales that lie behind their success.

Dissecting Bank Loyalty Programs: A Comprehensive Overview:

1 The Fundamental Sign of Client Loyalty:

Bank loyalty programs, buzzing with the promise of incentives, benefits, and special access, are the beating heart of client loyalty strategy. Imagine a consumer using their card at their preferred coffee shop, earning points with each purchase, and experiencing a rush of anticipation as they move closer to redeeming that cherished device or dream vacation. It's about creating emotional ties and making routine banking into a joyful experience, not simply about transactions.

2 Cultivating Experiences, Not Just Rewards:

Setting up experiences that go beyond simple transactions is the secret to running a profitable bank loyalty program. Imagine a banking environment where the focus is on making customers smile from ear to ear rather than just numbers on a screen. Banks are creating heartwarming tales of excitement that attract their clients, whether it's a personalized thank-you note, a surprise birthday goodie, or a VIP invitation to an exceptional event.

3 Creativity in Action: Encouraging Examples:

Let's take a look at some of the most creative bank loyalty programs that have impressed consumers all over the world as we go on an exciting journey:

• Explore the world of Chase Ultimate Rewards, a rewarding program where every transaction opens up a wealth of opportunities, from spectacular dining experiences to opulent travel experiences. Chase knows how to transform loyalty into an exciting journey with its partnerships with top brands and varied redemption possibilities.
• Fargo Wells Go Far Rewards: Enjoy an easy walk through the scenic surroundings of Go Far Rewards, where each mile covered and each dollar spent helps clients get closer to their goals. With opportunities for charitable contributions and special travel benefits, Wells Fargo is reinventing what it means to go above and beyond for its devoted customers.
• American Express Club Rewards: Join a limited number of Being Involved Rewards customers to enjoy unmatched benefits and extravagance. As a master at uplifting the art of reward redemption, American Express provides an attractive range of redemption options, such as fine dining, superior travel, and immensely desirable products.

4 Beyond Prizes: The Importance of Personalization

In an era of insights driven by data, bank loyalty programs are embracing the power of customization by going beyond the usual rewards. Imagine receiving recommendations based on your purchasing habits, personalized deals that are suited to your specific interests, and timely a helping hand when you need it most. It matters more to customers to feel truly acknowledged and appreciated than it does to just gather up points.

5 Forming Connections and Building Communities:

Bank loyalty programs offer a feeling of community and belonging in addition to being a tool for retaining customers. Consider having access to an exclusive club where members share advice, stories, and insider information. Banks are using loyalty programs to unite people through online discussions, social media groups, and offline events, forming connections that go much beyond simple cash exchanges.

6 Encouraging Continuous Improvement and Evaluating Success:

Every effective bank loyalty program has a strong framework in place for evaluating progress and promoting ongoing improvement. Banks continually enhance their programs to better meet the evolving demands and expectations of their consumers. This includes collecting feedback from users and keeping track of important metrics like customer retention rates and redemption regularity.

Conclusion:

As we get to the end of our amazing exploration of bank loyalty programs, one thing becomes quite obvious: these initiatives are about more than simply transactions and numbers; they are about relationships with people, major life events, and emotional moments that last a lifetime. Remember that you're going on a journey full of surprises, delights, and endless possibilities the next time you swipe your card or go into your banking app instead of just collecting points. Here we have arrived at the future of banking, where commitment is everlasting and each instant presents an opportunity for creative thought.

🚀 Unlock Exclusive Insights on NIO: Get deeper analysis and expert views on NIO's latest market trends before you read on. Click Here to Dive In 🌟
Technical Analysis
NIO Inc. closed at $5.69 on May 6, 2024, marking a 2.15% change. The price experienced fluctuations between $5.57 and $6.04 during the session. Closing near the higher end of the daily range, combined with an upper RSI14 value of 90, suggests a strong buying momentum but also raises concerns about potential overbought conditions, which could lead to a pullback. The current price is above the 50-day moving average (MA) of $4.94 but significantly below the 200-day MA of $7.80, indicating a mixed longer-term sentiment.
The MACD, at -0.15, signals a negative trend which conflicts somewhat with the robust day-to-day gains. Short term support is pegged at $5.59 with resistance at $5.77. With the Average True Range (ATR) at 5.51, volatility remains high, underpinning potential sharp price movements in the near term.
Fundamental Analysis
NIO Inc. has a market capitalization of $10.93 billion as of the last close. The company operates with a significantly negative earnings per share (EPS) of -$1.72, not unusual for growth-focused firms like those in the EV sector but an indication of increased investment and scaling costs versus current profitability. The sharp fall from a yearly high of $16.18 to lows of $5.69 illustrates dramatic volatility and market reassessment of its valuation amidst sectoral and economic shifts.
The upcoming earnings announcement on June 14 could pivot the company's financial trajectory depending on the outcomes of their latest strategic initiatives, notably the launch of a mass-market vehicle aimed at broadening consumer access to NIO’s vehicles.
Additionally, analyst consensus largely leans towards a 'Buy', with 15 buys and 4 holds, indicating a favorable outlook from the investment community. The target consensus price of $28.72 presents a significant upside potential compared to the current trading price.
Industry and News Impact
Recent announcements about NIO's foray into the mass-market segment pose a substantially positive catalyst. This move could potentially ramp up sales volumes and market share, particularly against competitors like Tesla. Such strategic positioning is crucial as global demands for EVs continue to evolve, despite the recent dips in consumer interest as highlighted by a slowdown in the adoption rates within the US.
Intrinsic Value and Long-Term Potential
Calculating intrinsic value precisely is challenging without comprehensive financial detail, but the aggressive expansion into new market segments and international markets could enhance NIO’s long-term value. Given the brand’s alignment with current environmental policy trends and technological innovation, long-term growth prospects remain robust, contingent on efficient scale management and successful new launches.
Overall Evaluation
Based on the technical overbought signals, potential short-term volatility might see some price corrections. However, the strong fundamental growth prospects, especially with the forthcoming product launch, make NIO a compelling entity in the EV sector.
Classification: Hold
Rationale: While the short-term market conditions suggest potential volatility with a high RSI and m [...]
👉 Dive deeper into our analysis and predictions! CLICK HERE NOW

Currently in my undergrad. About a year and a half ago, I switched from business/real estate because I did not find it a noble enough pursuit (e.g. ripping people off for a living determinant of success, exaggerated) to pursue law like I always wanted but was not brave enough yet. Since then, I've only leaned towards criminal defense and have become more content with it after evaluating the legal system's many flaws through criminology and psychology courses. Initially, I spent many nights questioning my moral compass.
This will be absurd to say and I deeply apologize if it offends anyone especially those who have lost loved ones, but I have become desensitized to murder because of how many court cases/police reports I've read through and seen covered in media platforms, true crime etc. Binging criminal minds, blacklist, and mob movies doesn't help either. I know how disruptive and manipulative law enforcement can be, especially towards minorities who have a language barrier and do not understand their rights. My mother was a migrant and I remember her uncharacteristically yelling at businesspeople who tried to take advantage of her language barrier for personal gain. Being too young to understand the concepts of greed and profit, I look back on these days and it makes my blood boil. It's prevalent in law enforcement. I've justified the profession as I grew up with only sisters and a mother in the household, where it would be the biggest disrespect to them to represent a client for serious crimes against women. That's the line I can't cross. Even with those who are guilty, it allows me to make a positive impact on the world and change individual lives, telling defendants, "I don't want to have to represent you ever again". Stoicism to my understanding is not to judge others, but accept their flaws and instill virtue in society and the world where applicable.
At a presser, Alabama Coach Nick Saban gives good insight on where I come from. When he was at Michigan State, his player got arrested and the media called for Saban to kick him off the team. "They wanted me to condemn him, to kick him off the team and send him back to the streets where you know he won't amount to much. I didn't kick him off the team, I made him do some team drills as punishment. Well, he graduated and went off to have a successful careeer in the league (NFL) for 15 years. So who was right? He called me recently and said his oldest daughter is going off to Princeton for college. So do you want me to send them back to the streets or do you want their daughter to be going to Princeton?"
https://twitter.com/scoutstevestatus/1165657656675241985
I am rarely ever pessimistic, but I dread the day I get a defendant off for murder and have to make eye contact with the alleged victim's teary-eyed family knowing their inner turmoil, spite and resentment against me, I dread it often. I hope not to display conceit when I say I think I have more empathy than (future) lawyers in the same field of law. When we learned about defense attorneys in criminal justice, my professor who I've had the most respect for at this point in college asked if I still wanted to be one and why; when I gave my rationale to remind people of their rights and mentor to rehabilitate and reintegrate, he told me in front of a class of 200 that the world needs more people like me. That meant so much to me. A lot of people pursue criminal defense for the money and don't have any use for clients after billing them, but it's more than that. Being able to change a troubled someone's life and contribute to why they made something great of themselves is what I'm after. From a utilitarian approach, it feels like my calling because it bothers me the U.S. makes up ~5% of the population but ~25% of the world's prisoner's. I am only one person, but I can try to make a difference.
I still think about it, victims are people's loved ones. I was honestly hoping to hear perspectives on coping, if there's a virtuous way to "keep criminals on the street". I do think this is my calling, but sometimes I really think about the bad side about it. I did ramble and ramble because there's probably not an ancient stoic text for my situation, but am asking for texts that could be applicable or just simply discussion and input on where you can see I'm at mentally with this ethical dilemma.

Good day! I am Vito Vergara, a Talent Acquisition Specialist from Dempsey Resource Management Inc. And as the same, I am commissioned by our client company to source and endorse candidates for different posts. Positions being offered are for direct and permanent hire by the company client itself, not under agency and absolutely NO fee from your end is required. In other words, I merely act as a conduit for you and our company client. To know more about us, please visit our website at http://dempseyinc.weebly.com/\
​
I. AUDIT SUPERVISOR
QUALIFICATIONS:

• Bachelor’s degree in Accounting or Business course graduate.
• At least 3 years experience as a supervisor.

RESPONSIBILITIES:

• Ensure awareness of all policies and procedures of the company as reference of audit activities.
• Responsible for the daily supervision of Audit Staff and the completion of performance evaluation.
• Assist in developing annual audit plan, budget and timeline for upcoming audit activities.
• Develop and modify the audit plan, budget and timeline for upcoming audit activities.
• Support the implementation and execution of the audit plan, monitoring compliance, preparing and presenting audit findings and recommendations to Audit Manager.
• Assist the Audit Manager in managing the Audit Department administratively.
• Help resolve the problems and concerns faced by the subordinates and provide appropriate solutions to promote teamwork.

SALARY AND BENEFITS:

• P35,000 – P40,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
II. ACCOUNTING STAFF
QUALIFICATIONS:

• At least 1 year as Marketing Assistant
• Graduate of BS in Marketing, BA in Advertising, Multi Media Arts or any business course.

RESPONSIBILITIES:

• Responsible for the daily processing and checking of supporting documents of AP for Receiving Report (RR).
• Process countering of Sales Invoices from customers/ suppliers and matching with Receiving
• Reports from Material and Control Department (MCD).
• Process Accounts Payable Voucher (APV) for non-receiving reports.
• Prepares transmittal for APV to Audit Department.
• Process payable credit/ debit memo.
• Daily filing of Sales Invoice.
• Daily encoding of transmittal for Treasury APV check preparation.
• Daily maintain accounting journals, general ledgers and special journals.
• Prepares bank reconciliation of CBY bank accounts, reconcile monthly bank statements to SAP entries for any discrepancies.
• Encodes JV in SAP.
• Weekly monitor and update selected advances for suppliers.
• Monthly encoding of purchases, sales and importation in BIR system.

SALARY AND BENEFITS:

• P25,000-P30,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
III. HR & ADMIN STAFF
QUALIFICATIONS:

• College Graduate
• At least 1 year experience as Admin. Staff
• Proficient in MS Office

RESPONSIBILITIES:

• Manage calendar and scheduling.
• Providing administrative assistance, such as writing and editing e-mails, drafting memos, and preparing communications on the executive’s behalf
• Handle internal and external communications, presentations and reports.
• Book travel arrangements, including lodging, transportation, and activities for executives.
• Prepare food and make minutes for office meetings.
• Screen and direct phone calls and distribute correspondence.
• Organize and maintain the office filing system.
• Monitor company insurance and vehicle registration & payments.
• Monitor materials related to the board of directors.
• Prepare and assist company events.

SALARY AND BENEFITS:

• P18,000-P20,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
FOR MORE INQUIRIES AND/OR IF INTERESTED, MESSAGE ME IN VIBER (09771704223) OR SEND ME AN EMAIL WITH “REDDIT APPLICATION – (POSITION APPLYING FOR)” AS SUBJECT: dempseyinc97@gmail.com

Good day! I am Vito Vergara, a Talent Acquisition Specialist from Dempsey Resource Management Inc. And as the same, I am commissioned by our client company to source and endorse candidates for different posts. Positions being offered are for direct and permanent hire by the company client itself, not under agency and absolutely NO fee from your end is required. In other words, I merely act as a conduit for you and our company client. To know more about us, please visit our website at http://dempseyinc.weebly.com/\
​
I. AUDIT SUPERVISOR
QUALIFICATIONS:

• Bachelor’s degree in Accounting or Business course graduate.
• At least 3 years experience as a supervisor.

RESPONSIBILITIES:

• Ensure awareness of all policies and procedures of the company as reference of audit activities.
• Responsible for the daily supervision of Audit Staff and the completion of performance evaluation.
• Assist in developing annual audit plan, budget and timeline for upcoming audit activities.
• Develop and modify the audit plan, budget and timeline for upcoming audit activities.
• Support the implementation and execution of the audit plan, monitoring compliance, preparing and presenting audit findings and recommendations to Audit Manager.
• Assist the Audit Manager in managing the Audit Department administratively.
• Help resolve the problems and concerns faced by the subordinates and provide appropriate solutions to promote teamwork.

SALARY AND BENEFITS:

• P35,000 – P40,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
II. ACCOUNTING STAFF
QUALIFICATIONS:

• At least 1 year as Marketing Assistant
• Graduate of BS in Marketing, BA in Advertising, Multi Media Arts or any business course.

RESPONSIBILITIES:

• Responsible for the daily processing and checking of supporting documents of AP for Receiving Report (RR).
• Process countering of Sales Invoices from customers/ suppliers and matching with Receiving
• Reports from Material and Control Department (MCD).
• Process Accounts Payable Voucher (APV) for non-receiving reports.
• Prepares transmittal for APV to Audit Department.
• Process payable credit/ debit memo.
• Daily filing of Sales Invoice.
• Daily encoding of transmittal for Treasury APV check preparation.
• Daily maintain accounting journals, general ledgers and special journals.
• Prepares bank reconciliation of CBY bank accounts, reconcile monthly bank statements to SAP entries for any discrepancies.
• Encodes JV in SAP.
• Weekly monitor and update selected advances for suppliers.
• Monthly encoding of purchases, sales and importation in BIR system.

SALARY AND BENEFITS:

• P25,000-P30,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
III. HR & ADMIN STAFF
QUALIFICATIONS:

• College Graduate
• At least 1 year experience as Admin. Staff
• Proficient in MS Office

RESPONSIBILITIES:

• Manage calendar and scheduling.
• Providing administrative assistance, such as writing and editing e-mails, drafting memos, and preparing communications on the executive’s behalf
• Handle internal and external communications, presentations and reports.
• Book travel arrangements, including lodging, transportation, and activities for executives.
• Prepare food and make minutes for office meetings.
• Screen and direct phone calls and distribute correspondence.
• Organize and maintain the office filing system.
• Monitor company insurance and vehicle registration & payments.
• Monitor materials related to the board of directors.
• Prepare and assist company events.

SALARY AND BENEFITS:

• P18,000-P20,000
• 15- DAY SL AND VL (CONVERTIBLE TO CASH)
• After ONE year as a Regular Employee:
• Quarterly Rice Ration (50 kilos)
• Monthly 1 Gallon Oil Ration
• P 25,000.00 hospitalization benefit
• Dental check-up
• P 14,000.00 Funeral Benefit (in the event the employee dies)
• P 6,000.00 Funeral Benefit (in the event an immediate family dies
• Paid training and seminars
• Yearly Performance Appraisal

WORK LOCATION:

• San Juan City

​
FOR MORE INQUIRIES AND/OR IF INTERESTED, MESSAGE ME IN VIBER (09771704223) OR SEND ME AN EMAIL WITH “REDDIT APPLICATION – (POSITION APPLYING FOR)” AS SUBJECT: dempseyinc97@gmail.com

Patient is 34, male. History of polycystic kidney disease, takes lisinopril 20mg daily for high blood pressure related to the pkd. Lactulose 40mg 3x day. Just began taking this 2 days ago. No other meds or drugs. 6'0, 200 lbs. He's a little over weight, but otherwise active and healthy.
My husband came home late Friday and was acting strange. I would ask him a question and he would just stare at me blankly instead of answering. As the night wore on I noticed his symptoms becoming more and more apparent. He was very tired, when spoken to he would either stare at you blankly, answer in one word answers or reply something totally unrelated to the question asked. He was very lethargic and dazed. His eyes were glassy and blood shot. I took him to the emergency room where he continued to get worse. He began to stare blankly all the time, he couldn't tell you what he did yesterday, he couldn't tell you where he was. From my uneducated view, he seemed to be exhibiting stroke like symptoms. The first hospital did a bunch of tests, everything came back fine. They sent us home. I wasn't satisfied so I took him to another hospital. The er did more tests, all came back within normal limits from my memory. They advised that he was having a psychological meltdown and to contact a shrink. The next morning he was almost absolutely comatose, so I took him to the er again. This time we had a PA who was willing to dig. They ended up finding that his ammonia levels were 203, when normal limits are between 9 and 30. We've been two and a half days. Poison control was contacted, they ran their own tests and couldn't find the culprit as his liver is functioning normally, and his kidneys aren't great, but they wouldn't be the cause either. I will post all the tests and there results below. I'll also post all the meds he's been given.
The whole staff at this hospital is stumped, they're all of the opinion that this might something he came into contact with, and not a product of his own body. As in they believe he has been compromised by something in our environment, but they're unable to find the culprit of the symptoms. They've had him on 40mg lactulose 3x a day and at their last test of his ammonia levels he is down to 120. At that level he is alert and conscious, but still pretty slow. As if he hasn't slept well in days and had a few beers on top.
Also, I have an obsessive stalker. I am not trying to fear monger by bringing that up, but that fact and then his sudden and intense onset of symptoms has me concerned. I have informed the hospital police about the situation. I believe our city police were also contacted when they contacted poison control. It might not be relevant, but it's better to mention it.
Here's a few short videos I took of his behavior.
https://imgur.com/gallery/WEjW3D9
His labs:
May 4th
Alcohol Bld Medical View trends Normal value: <10 mg/dL Value <10
COMPREHENSIVE METABOLIC PANEL Sodium: 147 Potassium 4.0 Chloride 115 C02 20 Glucose 111 BUN 29 Creatinine 1.04 eGFR 97 BUN/Creatinine ratio 28 ALT 44 AST 32 Alkaline Phosphatase 123 Bilirubin 0.5 Protein total 8.0 Albumin blood 4.6 Calcium 9.5 Globulin total 3.4 Albumin/Globulin ratio 1.4 Anion gap 12
CBC WITH DIFFERENTIAL
WBC 6.5 RBC 5.27 Hemoglobin 14.6 Hematocrit 43.5 MCV 82.5 MCH 27.7 MCHC 33.6 RDW 14.6 Platelets 311 MPV 9.0 Diff Method Electronic wbc differential cont Segs relative 58 Lymphocytes 30 Monocyte 9 Eosinophils 2 Basophils 1 Absolute Lymphocytes 1.95 Absolute Eosinophils 0.14 Absolute Basophils 0.03
MRI BRAIN WITH AND WITHOUT CONTRAST
INDICATION: ams, evaluate for stroke, intracranial infection
Tech Comments: AMS
TECHNIQUE: Multiplanar multisequence magnetic resonance imaging of the brain was performed with and without IV contrast.
COMPARISON: 05/03/2024.
FINDINGS: VENTRICLES AND CISTERNAL SPACES: The ventricular system and subarachnoid spaces are within acceptable limits for the patient's age.
CEREBRAL AND CEREBELLAR PARENCHYMA: There is no extra-axial fluid collection or hemorrhage. There is no mass effect or midline shift. No abnormal parenchymal gradient susceptibility signal. No diffusion restriction to suggest acute ischemia/infarct. There is no abnormal signal intensity or enhancement. The brainstem is normal in size and configuration. No abnormal signal alterations are present. The cerebellar hemispheres, vermis and tonsils are normal in size and configuration.
PITUITARY GLAND: The pituitary appears grossly unremarkable. Infundibulum is midline.
ARTERIAL FLOW VOIDS: The flow voids in the vertebrobasilar and internal carotid arterial systems are grossly normal.
DURAL VENOUS SINUSES: The dural venous sinuses appear patent.
CALVARIUM, SKULL BASE: The calvarium and skull base appear within normal limits.
PARANASAL SINUSES AND MASTOIDS: No fluid signal is identified within the paranasal sinuses or mastoids.
MISCELLANEOUS FINDINGS: None.
PROTIME-INR
Prothrombin Time View trends Normal range: 8.8 - 11.7 s Your value is 11.4 sNormal range 8.8 - 11.7 s INR View trends Normal value: <1.14 RATIO Value 1.07 Your value is 1.07 RATIONormal value <1.14 RATIO INR View trends Normal value: <1.14 RATIO
HEPATIC FUNCTION PANEL
AST View trends Normal range: 17 - 59 U/L Your value is 26 U/LNormal range 17 - 59 U/L ALT View trends Normal value: <50 U/L Value 45 Your value is 45 U/LNormal value <50 U/L Alkaline Phosphatase View trends Normal range: 38 - 126 U/L Your value is 132 U/LThis value is HighNormal range 38 - 126 U/L Bilirubin, Total View trends Normal range: 0.2 - 1.3 mg/dL Your value is 0.7 mg/dLNormal range 0.2 - 1.3 mg/dL Bilirubin, Direct View trends Normal range: 0.1 - 0.5 mg/dL Your value is 0.2 mg/dLNormal range 0.1 - 0.5 mg/dL Albumin Blood View trends Normal range: 3.5 - 5.0 g/dL Your value is 4.5 g/dLNormal range 3.5 - 5.0 g/dL Protein, Total View trends Normal range: 6.3 - 8.2 g/dL
C-REACTIVE PROTEIN CRP 0.7
SEDIMENTATION RATE, AUTOMATED
SED RATE 19
(Second Metabolic Panal) BASIC METABOLIC PANEL Collected on May 4, 2024 8:10 PM Sodium View trends Normal range: 137 - 145 mmol/L Your value is 145 mmol/LNormal range 137 - 145 mmol/L Potassium View trends Normal range: 3.5 - 5.1 mmol/L Your value is 3.7 mmol/LNormal range 3.5 - 5.1 mmol/L Chloride View trends Normal range: 98 - 107 mmol/L Your value is 111 mmol/LThis value is HighNormal range 98 - 107 mmol/L CO2 View trends Normal range: 22 - 30 mmol/L Your value is 21 mmol/LThis value is LowNormal range 22 - 30 mmol/L Glucose View trends Normal range: 65 - 99 mg/dL Your value is 108 mg/dLThis value is HighNormal range 65 - 99 mg/dL Glucose View trends Normal range: 65 - 99 mg/dL Value
If result of random glucose > or = 200 or if result of fasting glucose is > 125 confirm Diabetes Mellitus diagnosis with second glucose on a different day. High Your value is If result of random glucose > or = 200 or if result of fasting glucose is > 125 confirm Diabetes Mellitus diagnosis with second glucose on a different day. mg/dLThis value is HighNormal range 65 - 99 mg/dL BUN View trends Normal range: 9 - 20 mg/dL Your value is 32 mg/dLThis value is HighNormal range 9 - 20 mg/dL Creatinine View trends Normal range: 0.66 - 1.25 mg/dL Your value is 1.17 mg/dLNormal range 0.66 - 1.25 mg/dL eGFR View trends Normal value: >60 mL/min/1.73 M2 Value 84 Your value is 84 mL/min/1.73 M2Normal value >60 mL/min/1.73 M2 EGFR Comment View trends Normal value: >60 mL/min/1.73 M2 Value Either of the following must be present for >=3 months to be Chronic Kidney Disease: -GFR less than 60 for >=3 months -Albumin to Creatinine Ratio >=30 mg/g or other markers of kidney damage
An estimated GFR chronically in the range of 60-89 is categorized as mildly decreased, which corresponds to Stage G2 CKD.
CKD-EPI equation (2021) used to estimate GFR Your value is Either of the following must be present for >=3 months to be Chronic Kidney Disease: -GFR less than 60 for >=3 months -Albumin to Creatinine Ratio >=30 mg/g or other markers of kidney damage An estimated GFR chronically in the range of 60-89 is categorized as mildly decreased, which corresponds to Stage G2 CKD. CKD-EPI equation (2021) used to estimate GFR mL/min/1.73 M2Normal value >60 mL/min/1.73 M2 Calcium View trends Normal range: 8.4 - 10.2 mg/dL Your value is 9.6 mg/dLNormal range 8.4 - 10.2 mg/dL Anion Gap View trends Normal range: 7 - 17 mmol/L
(Second cbc)
CBC WITH DIFFERENTIAL May 4, 2024 8:10 PM
E County Line Rd Indpls, IN 46227Testing by Quest Diagnostics 1402 E County Line Rd Indpls, IN 46227 WBC View trends Normal range: 3.3 - 10.5 K/CUMM Your value is 11.3 K/CUMMThis value is HighNormal range 3.3 - 10.5 K/CUMM WBC Result Comment View trends Normal range: 3.3 - 10.5 K/CUMM Value
Difference from previous result noted. Specimen appearance and label verified. High Your value is Difference from previous result noted. Specimen appearance and label verified. K/CUMMThis value is HighNormal range 3.3 - 10.5 K/CUMM RBC View trends Normal range: 4.15 - 5.75 M/CUMM Your value is 5.51 M/CUMMNormal range 4.15 - 5.75 M/CUMM Hemoglobin View trends Normal range: 12.8 - 16.9 g/dL Your value is 15.3 g/dLNormal range 12.8 - 16.9 g/dL Hematocrit View trends Normal range: 38.8 - 50.2 % Your value is 45.4 %Normal range 38.8 - 50.2 % MCV View trends Normal range: 80.0 - 100.0 fL Your value is 82.4 fLNormal range 80.0 - 100.0 fL MCH View trends Normal range: 27.0 - 34.0 pg Your value is 27.8 pgNormal range 27.0 - 34.0 pg MCHC View trends Normal range: 30.5 - 34.5 g/dL Your value is 33.7 g/dLNormal range 30.5 - 34.5 g/dL RDW View trends Normal range: 11.5 - 15.0 % Your value is 14.6 %Normal range 11.5 - 15.0 % Platelets View trends Normal range: 150 - 450 K/CUMM Your value is 326 K/CUMMNormal range 150 - 450 K/CUMM MPV View trends Normal range: 7.7 - 12.2 fL Your value is 9.5 fLNormal range 7.7 - 12.2 fL Diff Method View trends Value Electronic WBC differential count Your value is Electronic WBC differential count Segs Relative View trends % Value 73 Your value is 73 % Lymphocytes View trends % Value 17 Your value is 17 % Monocyte View trends % Value 9 Your value is 9 % Eosinophils View trends % Value 1 Your value is 1 % Basophils View trends % Value 0 Your value is 0 % Absolute Neutrophils View trends Normal range: 1.30 - 6.00 K/CUMM Your value is 8.20 K/CUMMThis value is HighNormal range 1.30 - 6.00 K/CUMM ABSOLUTE LYMPHOCYTES View trends Normal range: 1.00 - 3.50 K/CUMM Your value is 1.92 K/CUMMNormal range 1.00 - 3.50 K/CUMM Absolute Monocytes View trends Normal range: 0.00 - 1.00 K/CUMM Your value is 0.99 K/CUMMNormal range 0.00 - 1.00 K/CUMM ABSOLUTE EOSINOPHILS View trends Normal range: 0.00 - 0.70 K/CUMM Your value is 0.14 K/CUMMNormal range 0.00 - 0.70 K/CUMM ABSOLUTE BASOPHILS View trends Normal range: 0.00 - 0.10 K/CUMM Your value is 0.05 K/CUMMNormal range 0.00 - 0.10 K/CUMM
AMMONIA 203 May 4, 2024 9:40 PM
Lactic Acid 0.8 May 4, 2024 9:40 PM
RESPIRATORY PANEL PCR Collected on May 4, 2024 9:42 PM Misc Source View trends Value NASOPHARYNX Your value is NASOPHARYNX Adenovirus DNA View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Coronavirus 229E View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Coronavirus HKU1 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Coronavirus NL63 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Coronavirus OC43 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED SARS COVID 2 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED METAPNEUMOVIRUS View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Human Rhinovirus / Entovirus View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED INFLUENZA A View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Influenza A H1 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Influenza A H3 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Influenza A,H1N1 '09 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED INFLUENZA B View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED PARAINFLUENZA 1 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED PARAINFLUENZA 2 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED PARAINFLUENZA 3 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Parainfluenza Virus 4 View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED RSV RNA, QUALITATIVE PCR View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Bordetella Parapertussis View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Bordetella Pertussis View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Chlamydophilia Pneuminae View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Mycoplasma Pneumoniae View trends Normal value: NOT DETECTED Value NOT DETECTED Your value is NOT DETECTED Normal value NOT DETECTED Mycoplasma Pneumoniae Comment View trends Normal value: NOT DETECTED Value
IP CARBOCYHEMOGLOBIN Collected on May 4, 2024 10:10 PM Carboxyhemoglobin View trends Normal range: 0.0 - 1.5 % Value <1.5 Your value is <1.5 %Normal range 0.0 - 1.5 %
IP TSH WITH FT4 REFLEX Collected on May 4, 2024 10:10 PM TSH W/REFLEX TO FT4 View trends Normal range: 0.40 - 4.50 mIU/L Your value is 1.00 mIU/LNormal range 0.40 - 4.50 mIU/L TSH W/REFLEX TO FT4 View trends Normal range: 0.40 - 4.50 mIU/L
IP CPK Collected on May 4, 2024 10:46 PM CPK 52
SALICYLATE LEVEL Collected on May 4, 2024 10:46 PM
Salicylate Lvl View trends Normal value: <20.0 mg/dL Value <1.0
DICTATED DATE: 05/05/2024 12:22pm TRANSCRIBED DATE: 05/05/2024 01:06pm/modl SOUTH
PATIENT NAME: HEALTH RECORD NUMBER: BILLING NUMBER: DATE OF BIRTH:
DATE OF PROCEDURE: 05/05/2024
CLINICAL SUMMARY: Altered mental status of uncertain etiology in the setting of serum ammonia elevation. Please assess for possible epileptic activity.
TECHNICAL SUMMARY: International 10/20 electrode placement was performed in this portable digital EEG. The background activity shows a poorly regulated intermixture of predominantly delta range activity. This activity is triphasic in nature without localizing or focal features. No significant stay changes were seen. Amplitude did vary at times.
Photic stimulation resulted in no change.
Sleep was not recorded.
Hyperventilation is contraindicated.
IMPRESSION: This EEG is abnormal with evidence of nearly continuous triphasic waves. These are highly compatible with a hepatic encephalopathy. There is no evidence of seizure activity and there is no asymmetry to suggest a structural process
PROCALCITONIN. May 5, 2024 1:25 AM
Procalcitonin View trends Normal value: <0.08 ng/mL Value 0.07
IP ACUTE HEPATITIS PANEL Collected on May 5, 2024 1:25 AM Results
Hep A IgM View trends Normal value: NON REACTIVE Value NON REACTIVE Your value is NON REACTIVE Normal value NON REACTIVE Hep A IgM View trends Normal value: NON REACTIVE Value NON REACTIVE
Hepatitis B Surface Ag View trends Normal value: NON REACTIVE Value NON REACTIVE Your value is NON REACTIVE Normal value NON REACTIVE Hepatitis B Surface Ag Comment View trends Normal value: NON REACTIVE Value NON REACTIVE
Anti-HCV View trends Normal value: NON REACTIVE Value NON REACTIVE Your value is NON REACTIVE Normal value NON REACTIVE Anti-HCV View trends Normal value: NON REACTIVE Value (NOTE)
HCV antibody was non-reactive. There is no laboratory evidence of HCV infection. Normal value NON REACTIVE Hep B core Ab, IgM View trends Normal value: NON REACTIVE Value NON REACTIVE Your value is NON REACTIVE Normal value NON REACTIVE Hep B core Ab, IgM View trends Normal value: NON REACTIVE
URINALYSIS, CULTURE IF INDICATED Collected on May 5, 2024 1:37 AM
Glucose Urine View trends Normal value: NEGATIVE mg/dL Value NEGATIVE Your value is NEGATIVE mg/dLNormal value NEGATIVE mg/dL Ketones, UA View trends Normal value: NEGATIVE mg/dL Value NEGATIVE Your value is NEGATIVE mg/dLNormal value NEGATIVE mg/dL Specific Gravity Ur View trends Normal range: 1.003 - 1.030 Your value is 1.009 Normal range 1.003 - 1.030 Occult Blood Urine View trends Normal value: NEGATIVE Value MODERATEAbnormal Your value is MODERATE This value is AbnormalNormal value NEGATIVE pH, UA View trends Normal range: 4.5 - 8.0 Your value is 8.0 Normal range 4.5 - 8.0 Protein, UA View trends Normal value: NEGATIVE mg/dL Value 30Abnormal Your value is 30 mg/dLThis value is AbnormalNormal value NEGATIVE mg/dL U Nitrites View trends Normal value: NEGATIVE Value NEGATIVE Your value is NEGATIVE Normal value NEGATIVE Leukocytes, UA View trends Normal value: NEGATIVE Value TRACEAbnormal Your value is TRACE This value is AbnormalNormal value NEGATIVE Color Urine View trends Normal value: YELLOW Value YELLOW Your value is YELLOW Normal value YELLOW APPEARANCE URINE View trends Normal value: CLEAR Value CLEAR Your value is CLEAR Normal value CLEAR WBC, UA View trends Normal range: 0 - 5 /HPF Value 11-20Abnormal Your value is 11-20 /HPFThis value is AbnormalNormal range 0 - 5 /HPF Epi Cell-Ur View trends Normal range: 0 - 5 /HPF Value 0-5 Your value is 0-5 /HPFNormal range 0 - 5 /HPF RBC, UA View trends Normal range: 0 - 3 /HPF Value 4-10Abnormal Your value is 4-10 /HPFThis value is AbnormalNormal range 0 - 3 /HPF Urine Comment Micro View trends
No Collected on May 5, 2024 1:37 AM
(note: not sure why it says no)
Cannabinoids View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Phencyclidine View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Cocaine Random View trends Normal value: NEGATIVE Value NEGATIVE Your value is NEGATIVE Normal value NEGATIVE Methamphetamines View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Opiates View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Amphetamines, Urine View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Benzodiazepines View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Trycyclic Antidepressants View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Methadone Metab View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Barbiturates, Urine View trends Normal value: NEGATIVE _ Value NEGATIVE Your value is NEGATIVE _Normal value NEGATIVE _ Oxycodone, Urine View trends Normal value: NEGATIVE Value NEGATIVE Your value is NEGATIVE Normal value NEGATIVE Buprenorphine, Urine View trends Normal value: NEGATIVE Value NEGATIVE Your value is NEGATIVE Normal value NEGATIVE Result Comment View trends Normal value: NEGATIVE
AMMONIA Collected on May 5, 2024 4:56 AM
Ammonia 134
Normal range: 9 - 30 umol/L
ETHYLENE GLYCOL Collected on May 5, 2024 12:42 PM Lab tests - Blood
Ethylene Glycol Lvl View trends mg/dL Value <10
Reference range: Negative [<10 mg/dL]
VOLATILE COMPOUNDS Collected on May 5, 2024 12:42 PM Lab tests - Blood
Methanol Lvl View trends mg/dL Value <10 Ref Range:Negative (<10 mg/dL)
VALPROIC ACID Collected on May 5, 2024 12:42 PM Results
Valproic Acid, Total View trends Normal range: 50 - 120 ug/mL Value <10Low
CT chest abdomen pelvis w IV contrast Collected on May 5, 2024 9:21 PM Results New EXAM: CT CHEST ABDOMEN AND PELVIS WITH CONTRAST
INDICATION: altered mental status, possible infection
Tech Comments: No additional history.
TECHNIQUE: Low dose, multi-channel computerized tomography of the chest, abdomen and pelvis was performed with IV contrast. Multiplanar reformats were reviewed.
COMPARISON: 12/05/2018
FINDINGS: CHEST: LUNGS: No focal consolidation. No mass. Major airways are patent.No pleural effusion or pneumothorax.
HEART AND VESSELS: Unremarkable.
MEDIASTINUM AND HILA: Unremarkable.
CHEST WALL AND SOFT TISSUES: Unremarkable.
ABDOMEN AND PELVIS: LIVER: Normal morphology. No suspicious hepatic lesion. No hepatic cysts are identified.
BILIARY: Unremarkable.
PANCREAS: No evidence of mass or inflammation. No pancreatic cysts.
SPLEEN: Unremarkable.
ADRENALS AND KIDNEYS: Adrenal glands are normal. Massively dilated renal collecting systems and ureters compatible with severe hydronephrosis is similar to although slightly progressive from 12/05/2018. Thin rind of renal parenchyma is present and enhances symmetrically. Bilateral hydroureter extends to the pelvis. There is some layering hyperdensity within the left distal ureter which may represent debris.
GASTROINTESTINAL: No evidence of abnormal bowel wall thickening or obstruction.
VASCULAR: Abdominal aorta is normal in caliber.
LYMPH NODES: No pathologically enlarged lymph nodes.
PERITONEUM: No free air or ascites.
PELVIC ORGANS AND BLADDER: Urinary bladder is distended.
BODY WALL AND SOFT TISSUES: Unremarkable.
BONES: No acute or suspicious abnormality.
IMPRESSION: 1. No acute findings. 2. Severe chronic hydroureteronephrosis is similar to although slightly increased from 12/05/2018. Urinary bladder is distended although is otherwise unremarkable. Although the morphology of the kidney is severely abnormal and mimics parenchymal cyst formation, there are no renal parenchymal or hepatic cysts to suggest autosomal dominant polycystic kidney disease. Etiology of severe hydronephrosis is uncertain possibly related to chronic reflux. 3. Thin rind of peripheral renal enhancement without focal abnormality. Small amount of nonspecific hyperdensity within the left distal ureter may represent nonspecific debris.
SODIUM, RANDOM URINE Collected on May 5, 2024 5:03 PM Results New
Sodium Urine Random View trends mmol/L Value 55 No reference range established.
OSMOLALITY,URINE Collected on May 5, 2024 5:03 PM Results New
Osmolality, Ur View trends Normal range: 50 - 1,200 mOsm/kg Your value is 304 mOsm/kgNormal range 50 - 1,200 mOsm/kg
CBC Collected on May 6, 2024 3:56 AM Results
WBC View trends Normal range: 3.3 - 10.5 K/CUMM Your value is 9.9 K/CUMMNormal range 3.3 - 10.5 K/CUMM RBC View trends Normal range: 4.15 - 5.75 M/CUMM Your value is 5.66 M/CUMMNormal range 4.15 - 5.75 M/CUMM Hemoglobin View trends Normal range: 12.8 - 16.9 g/dL Your value is 15.7 g/dLNormal range 12.8 - 16.9 g/dL Hematocrit View trends Normal range: 38.8 - 50.2 % Your value is 46.8 %Normal range 38.8 - 50.2 % MCV View trends Normal range: 80.0 - 100.0 fL Your value is 82.7 fLNormal range 80.0 - 100.0 fL MCH View trends Normal range: 27.0 - 34.0 pg Your value is 27.7 pgNormal range 27.0 - 34.0 pg MCHC View trends Normal range: 30.5 - 34.5 g/dL Your value is 33.5 g/dLNormal range 30.5 - 34.5 g/dL RDW View trends Normal range: 11.5 - 15.0 % Your value is 14.6 %Normal range 11.5 - 15.0 % Platelets View trends Normal range: 150 - 450 K/CUMM Your value is 321 K/CUMMNormal range 150 - 450 K/CUMM MPV View trends Normal range: 7.7 - 12.2 fL Your value is 9.3 fLNormal range 7.7 - 12.2 fL
COMPREHENSIVE METABOLIC PANEL Collected on May 6, 2024 3:56 AM Results New
Sodium View trends Normal range: 137 - 145 mmol/L Your value is 146 mmol/LThis value is HighNormal range 137 - 145 mmol/L Potassium View trends Normal range: 3.5 - 5.1 mmol/L Your value is 3.8 mmol/LNormal range 3.5 - 5.1 mmol/L Chloride View trends Normal range: 98 - 107 mmol/L Your value is 111 mmol/LThis value is HighNormal range 98 - 107 mmol/L CO2 View trends Normal range: 22 - 30 mmol/L Your value is 23 mmol/LNormal range 22 - 30 mmol/L Glucose View trends Normal range: 65 - 99 mg/dL Your value is 124 mg/dLThis value is HighNormal range 65 - 99 mg/dL Glucose View trends Normal range: 65 - 99 mg/dL Value
If result of random glucose > or = 200 or if result of fasting glucose is > 125 confirm Diabetes Mellitus diagnosis with second glucose on a different day. High Your value is If result of random glucose > or = 200 or if result of fasting glucose is > 125 confirm Diabetes Mellitus diagnosis with second glucose on a different day. mg/dLThis value is HighNormal range 65 - 99 mg/dL BUN View trends Normal range: 9 - 20 mg/dL Your value is 34 mg/dLThis value is HighNormal range 9 - 20 mg/dL Creatinine View trends Normal range: 0.66 - 1.25 mg/dL Your value is 1.23 mg/dLNormal range 0.66 - 1.25 mg/dL eGFR View trends Normal value: >60 mL/min/1.73 M2 Value 79 Your value is 79 mL/min/1.73 M2Normal value >60 mL/min/1.73 M2 EGFR Comment View trends Normal value: >60 mL/min/1.73 M2 Value Either of the following must be present for >=3 months to be Chronic Kidney Disease: -GFR less than 60 for >=3 months -Albumin to Creatinine Ratio >=30 mg/g or other markers of kidney damage
An estimated GFR chronically in the range of 60-89 is categorized as mildly decreased, which corresponds to Stage G2 CKD.
CKD-EPI equation (2021) used to estimate GFR Your value is Either of the following must be present for >=3 months to be Chronic Kidney Disease: -GFR less than 60 for >=3 months -Albumin to Creatinine Ratio >=30 mg/g or other markers of kidney damage An estimated GFR chronically in the range of 60-89 is categorized as mildly decreased, which corresponds to Stage G2 CKD. CKD-EPI equation (2021) used to estimate GFR mL/min/1.73 M2Normal value >60 mL/min/1.73 M2 BUN/Creatinine Ratio View trends Normal range: 6 - 22 RATIO Your value is 28 RATIOThis value is HighNormal range 6 - 22 RATIO ALT View trends Normal value: <50 U/L Value 34 Your value is 34 U/LNormal value <50 U/L AST View trends Normal range: 17 - 59 U/L Your value is 19 U/LNormal range 17 - 59 U/L Alkaline Phosphatase View trends Normal range: 38 - 126 U/L Your value is 138 U/LThis value is HighNormal range 38 - 126 U/L Bilirubin, Total View trends Normal range: 0.2 - 1.3 mg/dL Your value is 0.9 mg/dLNormal range 0.2 - 1.3 mg/dL Protein, Total View trends Normal range: 6.3 - 8.2 g/dL Your value is 8.2 g/dLNormal range 6.3 - 8.2 g/dL Albumin Blood View trends Normal range: 3.5 - 5.0 g/dL Your value is 4.6 g/dLNormal range 3.5 - 5.0 g/dL Calcium View trends Normal range: 8.4 - 10.2 mg/dL Your value is 9.7 mg/dLNormal range 8.4 - 10.2 mg/dL Globulin, Total View trends Normal range: 1.9 - 3.7 g/dL Your value is 3.6 g/dLNormal range 1.9 - 3.7 g/dL Albumin/Globulin Ratio View trends Normal range: 1.0 - 2.5 RATIO Your value is 1.3 RATIONormal range 1.0 - 2.5 RATIO Anion Gap View trends Normal range: 7 - 17 mmol/L Your value is 12 mmol/LNormal range 7 - 17 mmol/L
AMMONIA Collected on May 6, 2024 3:56 AM Results New
Ammonia. 124 View trends Normal range: 9 - 30 umol/L
I'm sorry you had to endure all of that, but thank you for doing so.

The amount of administrative busywork placed on residents is mind-boggling and appears to have only gotten worse over time. It is commonplace for programs at my Canadian school to require:

1. 3 EPAs per week, with the benchmark for a "pass" being 5/5. These are like "mini" evaluations around particular cases where specific skills need to be demonstrated. This has essentially turned into an academic scavenger hunt to get certain EPAs and feedback is typically cherry-picked by residents for cases where feedback will be positive. These EPAs are reviewed by a committee and they can choose not to pass you if you don't get a high enough proportion of 5s.
   
2. A longitudinal assessment every few months where you have to demonstrate competency in certain "roles" felt by the public to reflect good physicians (leader, advocate, scholar, etc.).
   
3. Evaluations completed by patients, allied health staff, and your colleagues. The feedback is assessed by the program.
   
4. Mandatory research project and additional research "modules" with more work. Doesn't matter if you've published 15 times before, you still have to do both.
   
5. "Self reflection" exercises, lecture feedback, other miscellaneous stuff.
   

This is in addition to the Royal College exam, OSCEs, journal club, and other informal studying that provides more high-yield learning. As well as your standard 60-80 residency work week with call. Residents are of course the ones who have to bother staff to get all evaluations done.
I don't understand how things got this bad. Why would physicians willingly put themselves through more administrative burden when our system is already under this much strain? To my awareness there is not great evidence to support implementation of most of these evaluation systems. I also don't think there was a particular dearth of skill among previous generations of physicians to warrant this heavy of an evaluation process (particularly when considering other professions like NPs are expanding their scope). Please make it make sense.

can somebody please grade my apush leqs we hardly went over how to write them (I'm attaching two)
Evaluate the extent to which the idea of manifest destiny fostered the territorial expansion in the period from 1844 to 1877

The term manifest destiny was coined in 1845 by John O’ Sullivan. It was the idea that the United States should occupy all land from “sea to shining sea” (the Atlantic to the Pacific) and it pushed for westward expansion. Within the next 20 years, America was then able to annex all the mainland territory that makes up the current day United States. President James K Polk was instrumental in pushing westward and fulfilling the idea of manifest destiny, leading to the Texas American War and the acquisition of numerous other territories such as that of the Gadsden purchase. The idea of manifest destiny was the leading cause of territorial expansion from 1844 to 1877, however territorial expansion was also affected by the slavery issue. The 1844 election saw James K Polk running primarily on the annexation platform, meaning he sought to annex the texas territory that had just declared independence from mexico. 

Polk was the first president to bring about the idea of expanding America from the Atlantic to the Pacific, which was essentially manifest destiny (it was named so in August of that year). This idea that America should expand westward led Polk to annex Texas in 1846, leading to a war with Mexico which America won. This led to the Treaty of Guadalupe Hidalgo, which ceded land from Texas to California to the United states. Combined with the Gadsden purchase of 1853, the United States had by then acquired all the mainland territory making up the present day borders. The idea of manifest destiny, Polk’s running platform, encouraged the secession of the Texas territory (one of the largest territories ceded to America at once), contributing greatly to the American expansion. While manifest destiny brought new territories into America, westward expansion into these territories later exacerbated sectional tensions, leading to the civil war. Manifest destiny faced considerable opposition from those who feared exacerbation of the slavery issue. The annexation of the Texas territory brought about debates on whether texas, california, and the other states annexed should be slave or free states. The compromise of 1850 caused California to be admitted into the union as a free state, and the idea of popular sovereignty arose to decide whether Kansas and Nebraska would be admitted as free or slave states. The expansion of slavery dictated the admission of various states into the union such as texas (slave), california (free), and kansas/ nebraska (decided by popular sovereignty. This shows that, in order to be admitted into the union as a state, many territories had to first be evaluated with respect to the glaring issue of slavery, which affected their admission as much as manifest destiny affected their annexation. Territorial expansion is an idea that continued to shape American culture well into the end of the nineteenth century. When the entirety of American territory was settled in 1890, literature such as The Closing of the Frontier by Frederick Jackson Turner expressed sentiment related to the idea that Americans could no longer move westward as they wished. Manifest destiny led to the acquisition of current day mainland territories, and planted the seeds for America’s later imperial expansion.
Evaluate the extent to which the environment influenced the development of different regions of the english colonies along the atlantic coast in the 17th and 18th centuries

The british established a number of diverse colonies in the Americas, beginning with the first colony of jamestown in 1607. The environment was the primary factor influencing the different development of the chesapeake, the new england and the middle colonies. The chesapeake colony – around the virginia area – had rich soil, warm weather, and fertile lands. As a result, most of the people who settled there were single men looking to make profit. John Rolfe was the first to cultivate tobacco, which was a success because of the rich soil. However tobacco was a labor intensive crop, therefore people needed either indentured servants or slaves to cultivate the land. After bacon’s rebellion, the colony began to lean more towards slavery than indentured servitude due to fear of uprising. The fertile land of the chesapeake region caused it to develop an agrarian economy, wholly dependent on slave labor. Even well into the nineteenth century, the southern states were resistant to the abolition of slavery and were less industrialized than the northern states because of their dependency on agriculture and slave labor. The New England colonies, however had more brittle soil and colder temperatures and therefore could not depend on an agrarian society. As a result, the colony was not founded to make profit. Instead, it was mostly pilgrims in family units who settled to create societies. Their environment, which was not good for farming, caused them to depend more on manufacturing than agriculture to develop. As a result, the New England colonies’ economy was much less dependent on slaves than that of the southern colonies, who built their economy upon the cultivation of labor intensive crops. This set the stage for later industrialization, where the northern colonies became dependent in the 19th century on factories and mass manufacturing. The middle colonies were those of new jersey, new york, and pennsylvania. New Jersey and New york were by the atlantic ocean and contained numerous rivers such as the Hudson river. As a result, these colonies were often more densely populated than the others and therefore more diverse. New York and New Jersey became colonies dependent on exports, and this was only possible because they were on the shore of the Atlantic. The rivers also made it possible to establish societies as well as trading ports. This development still influences America today, with New York still being one of the most densely populated and diverse states. The environments of the chesapeake, new england, and middle colonies caused them all to develop different economies and ways of life. In the chesapeake with warm climate and rich soil, the colony became dependent on agriculture, while new england colonies depended on manufacturing due to the cold climate and the middle colonies were trading centers because of their proximity to the atlantic ocean. 

Greetings all,
I have 6 years of professional experience working in an academic department as a program coordinator in higher education. I am looking to change careers to project management and I am learning about the PMP certification requirements, but I have questions about the experience requirement.
Most of the comments and examples I have seen others provide for PMP experience are based on experiences working in the tech, construction, or healthcare industries, but I have not come across any yet from individuals who have worked in academic settings such as in administration roles, academic support roles, or research roles in K-12 schools or at universities. I feel I might be overthinking this a little due to that and because our university often used words like "programs", "initiatives", "studies", and "committees", rather than explicitly using the word "project" even though it seems to me based on my current understanding of PMI's project definition that they often possessed similar qualities of a project... It would be great to hear from some people currently in the Project Management field to better understand this and gauge how my past experiences working at the university might line up with the PMP experience requirement.
I would truly appreciate hearing from anyone who earned their PMP using academic experience or from anyone who could give some feedback on the 3 examples detailed below! Also, any advice for a career change out of higher education and into project management is also highly welcomed. :)
Example 1: Can I use the semesterly tutoring program I coordinated and led for my "project" experience? Since the tutoring program changed every semester (different budgets, course offerings, tutors/employees, participants, and academic skills workshops offered) can each semester of the tutoring program be considered a "project" with a start date (beginning of semester) and end date (last day of classes)? We did evaluations, analyzed data, and reported to upper administration and faculty during each semester to provide updates and evaluate how the "project" was going, but we also took the zoomed out approach/long term perspective where we compared all of the semesters to identify if there were any trends. (ex. do we always see the highest number of students in need of tutoring for Professor X's upper level calculus course? should we make a recommendation to the math department to maybe hire a TA/Teacher's Assistant for the class so there will be even more additional support for Professor X's future students?, or is there a particular course/subject which consistently has low enrollment and students rarely ever seek tutoring for, so we could eliminate offering tutor for that course/subject in the future?).
Does something like the tutoring program/project apply for the PMP certification experience requirement or is that something which falls outside of it? When writing this experience onto the application for the PMP exam: Would I need to make separate entries for each semester with their start/end dates (ex. Fall 2018 9/1/18-12/15/18, Spring 2019 1/15/19-5/11/19, Summer 5/15/19-8/31/19, etc.), or would I only list the tutoring once for the years September 2018- August 2023 and indicate in the description it changed each semester during that timeframe?
Example 2: I have other examples of smaller projects I oversaw during my work there which I could use and which did align with my job responsibilities, but the one I am 100% most proud of is the one that I said the first day I started working there I wanted to get done ASAP... unfortunately it took several years to get upper administration on board and approve adequate funding for it, but that is a story for another time... The modernization/software "project": Involved in initiating the project (made the case to upper administration/key stakeholders based on data and research on best practices in the industry, gathered information on pricing and arranged meetings with various vendors, etc.). The initial request was denied due to a lack of available funds at the time, so I pivoted to work with IT & campus partners at the university to create a "temporary" system to perform some departmental processes. I began planning timelines, setting goals, and identifying additional staffing support needs. I hired a team of student workers to assist with organizing the vast amount of paper student files in the storage room, create a spreadsheet of all of the student files associated with our department, and draft individualized letters for each student file which all would be saved to our university's servers.
I continued researching software options, compiling reports with supporting data for a software purchase, and eventually a few years later upper administration gave the green light to purchase a software. I interviewed and got quotes to purchase specialized the software for our department's needs, drafted proposals to upper administration, had a couple of false starts with actually getting IT cybersecurity approval/clearance and purchasing the new software (lots of employee layoffs/turnover at our university delayed the project). After the software was officially purchased, I spent countless hours in the nitty gritty of making all of the fine tuned adjustments and setting up the software, by reading manuals, arranging meetings, corresponding with IT department and our software company, and hiring/overseeing a team.
The team of student workers and some full time staff entered student profiles into the new software and spent nearly an entire summer scanning and uploading every single piece of paper from student files in the storage room to their electronic student profile in the new software. I conducted initial tests/trial runs with student letter distributions to ensure it was working effectively and then branched into setting up the other software features which involved additional parties such as faculty and campus partners. I oversaw the coordination and creation of a series of instructional videos and materials to teach students, faculty, campus partners, prospective students/families, and our own departmental staff how to use the softwares' various features for their specific user level.
After pilot testing was completed, we distributed initial instructional materials and officially launched the software. We continued to introduce & roll out additional features of the software over time and monitored/sustained each one. We distributed feedback surveys, made adjustments as needed, and monitored it as necessary. After the software had launched, I stayed for 1 full academic year cycle to ensure the software was running smoothly and it would be sustainable for the department to use. With overwhelming positive feedback from key stakeholders and strong data supporting the massive improvement in productivity, efficiency, and reduction in risk thanks to the software, the software implementation project felt complete/closed and would benefit the university for years to come and the university was committed to continue using it for years to come. At that point, with the project done I finally took my clean conscious and self-satisfaction of a job well done and left the university/higher education industry to pursue a career change with greater earning potential...project management!
Example 3/Other potential "projects" experience: Other than the 2 examples above, I was also involved in numerous employee and campus committees- I won't bother listing them all here. I took point on various tasks in these committees and on a few I acted in a co-leader role, however I never solely led one of these. I also served as an advisor to various student groups (most of the student groups were responsible for creating events, hosting fundraisers, and performing service throughout the year). I also facilitated some focus groups on campus climate and did research/reporting on a few select areas for the university's regional accreditation process. However, there was a specific employee on campus responsible for compiling everything about the university to submit for the regional accreditation process while I focused on a smaller aspect of the university and submitted my project work to that person.

Unions representing Conestoga College’s faculty and support staff are speaking out about the impact of the school’s rapid growth on those who work there. They feel many of the international students aren’t ready for college and that's compromising the school’s academic integrity, putting an unnecessary strain on staff, and clouding their reputation.
MORE: Conestoga is a foreign student mecca. Is its climb to riches leading it off a cliff? Breaking down the numbers
Why experts say more international students are applying for asylum in Canada
Conestoga College’s student population more than doubled, to 45,000, over a four-year period. In terms of international students, the school had 37,000 study permits extended and approved in 2023. Not only was that the most across Canada, but it’s also represents more than a 30 per cent increase compared to 2022. College concerns Local union presidents, Leopold Koff and Vikki Poirier, estimate that that 85 to 90 per cent of the student population comes from outside Canada. They told CTV News that some of those students just aren’t ready for college-level learning. “Basic skill sets like arithmetical skills [and] computer skills, even knowing how to turn on a computer, how to even operate within a network. They’re lacking those basic skills that we would take for granted,” said Koff, who represents faculty, librarians and counsellors with Local 237 OPSEU. He added that some students want landed immigrant status and, as a result, they become desperate to pass their courses. “The academic integrity issues are massive in terms of students trying to find easier ways to get through and to cheat, basically,” Koff explained. He believes it’s harming the school’s reputation, which also impacts both current and former students. “How good is their diploma on the wall… because they’re going to be compared to those who are graduating now.” Conestoga College responds The college responded with the following in a statement: “Conestoga’s admission requirements are similar to, or higher, than other colleges. The majority of our international students enrol in graduate certificate programs and more than 75 per cent of them come to Conestoga with existing credentials. English language assessments as well as foreign credential assessments are often required.” The school also stated that 90 per cent of their graduates find employment within six months of completing their program, while the employment rates of international and domestic graduates are almost identical. Faculty frustrations Koff claims many of the college’s faculty members are stressed and want to leave – and it’s not just instructors. Support staff also feel overwhelmed with their workload. “We have members that are leaving, we have posts that get reposted because people either don’t want to come here or they have accepted something different or better,” explained Poirier, the president for Local 238 OPSEU. Koff, meanwhile, is hopeful that the government-mandated cap on student admissions will give the school a chance to pause and re-evaluate its path forward. What’s next? Conestoga College has a significant financial surplus of $106 million for 2022-2023. But, Koff argues, that shouldn’t be driving the school’s decisions. “How did we get that money and where did it come from? And at what cost is what we’re trying to balance,” he said. In a statement to CTV News, the college explained that there are regular monthly meetings where concerns can be raised by both the two unions and administration. Koff said that while the unions have been politely listened to, not all their recommendations are being implemented. He would like to see the college run more like a university with more groups, like faculty members, getting a seat at the decision-making table.

Different Ways to Stake Cardano in Canada (2024)
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Staking Cardano in Canada gives you a chance to earn extra ADA rewards. Two main options include delegating your ADA to a stake pool or self-staking. Delegating involves providing your ADA to a stake pool where it’s used to affirm transactions, bolstering the blockchain’s security. If you’re technically savvy and have ample ADA, self-staking lets you run your own pool, giving you more control and potential rewards. Start by understanding these processes to optimize your yield.

Staking Cardano in Canada can be done by using one of the recommended wallets such as Daedalus, Yoroi, or Exodus, and then selecting a reputable and reliable stake pool to delegate your ADA to. It’s important to consider factors such as the pool’s performance, fees, and track record when choosing where to stake your Cardano in Canada.

How to Stake Cardano in Canada

Staking Cardano can be a rewarding way to earn passive income by participating in the network’s consensus protocol. In Canada, there are several methods available for you to do this, depending on your level of technical expertise and the amount of ADA you hold. If you want to stake it yourself without going through a exchange platform you have two options:
Delegating to a Stake Pool
One common method for staking Cardano is to delegate your ADA to a stake pool. By doing this, you contribute your coins to the pool’s total stake, allowing the pool to participate in the blockchain’s transaction validation process. In return, you receive a portion of the rewards generated by the pool, proportional to the amount of ADA you have delegated. This is an ideal option for most ADA holders who want to participate in staking without the technical requirements of running their own pool.
When staking through delegation, it’s important to carefully choose a stake pool that aligns with your goals and values. Look into factors such as the pool’s performance history, fees, and community engagement. Additionally, consider the saturation level of the pool, as oversaturated pools may provide lower rewards due to increased competition. For instance, larger pools may offer more frequent rewards due to their higher stake, but they also contribute to centralization within the network. On the other hand, smaller pools might offer higher overall rewards due to less competition and promote decentralization within the Cardano ecosystem.
Self-Staking
Another option for staking Cardano is self-staking, which involves running your own stake pool. While this option provides more control and potentially higher earnings through operating fees, it also requires significant technical knowledge and a substantial amount of ADA to ensure regular block production. It’s worth noting that self-staking involves continuous maintenance of server infrastructure and constant attention to ensure optimal performance.
Regardless of the staking method you choose, it’s crucial to select a reliable and compatible wallet for storing your ADA. Daedalus, Yoroi, and Exodus are popular choices for staking Cardano in Canada. These wallets provide secure storage for your funds while allowing seamless access to staking functionality.

The Process of Delegating ADA to a Stake Pool

When you delegate your ADA to a stake pool, you actively participate in the Cardano network and earn rewards for helping secure the blockchain. It’s akin to making an investment without the ongoing need for active management. Here’s how you can effectively delegate your ADA and commence earning rewards.

Choose a Reliable Stake Pool

Reliability is paramount when selecting a stake pool. Seek out a reputable pool with a strong track record of producing blocks and maintaining consistent performance. Factors such as pool size, block production history, fees, and community engagement should all be taken into consideration. A well-maintained website and an active social media presence can serve as positive indicators of a stake pool’s commitment to transparency and communication.

Remember, the size of the stake pool also matters. Large stake pools tend to produce blocks more frequently but may result in smaller rewards for individual delegators. On the other hand, smaller pools may produce blocks less frequently but offer higher rewards due to a smaller number of stakeholders.

Choosing a stake pool based on its performance history is akin to hiring someone for a job – you want someone with a proven track record of success. Consider checking independent stake pool ranking websites or forums to gather insights from the community about different pools’ performance and reputation.

Delegating Your ADA

Once you’ve chosen a stake pool, it’s time to delegate your ADA. This process is typically straightforward when using wallets like Daedalus or Yoroi. Within the wallet interface, you’ll find the option to delegate your ADA to the chosen stake pool with just a few clicks.
The act of delegation doesn’t transfer your ADA to the stake pool operator; rather, it allows them to include your ADA in their pool’s staking power without giving up ownership. Your funds remain in your wallet and are fully under your control at all times.
Moreover, keep an eye out for valuable insights provided by pool operators, often found on their websites or social media, regarding any changes in performance or new developments related to staking partnerships.
By carefully choosing a reputable stake pool and delegating your ADA effectively, you set yourself up for potential rewards while contributing to the growth and security of the Cardano network!
Transitioning from understanding the intricacies of staking to putting knowledge into practice brings us to the next important step: setting up an account and staking on popular platforms.

Setting Up an Account and Staking on Popular Platforms

When it comes to staking Cardano in Canada, several popular platforms offer staking services. Each platform may have its unique features and user interface, but the general process of setting up an account and staking ADA is quite similar across these platforms.
First off, you’ll need to create an account with the platform of your choice. This involves providing your personal information and verifying your identity as per the platform’s regulations. It’s important to choose a platform that aligns with your preferences, whether it’s user interface simplicity, customer support, or security measures. Always ensure the platform is trustworthy and complies with Canadian regulations for financial institutions.
Once your account is set up and verified, you’ll need to deposit your ADA into the platform. Be mindful of any deposit fees and processing times associated with the platform. Some platforms may offer different deposit options such as bank transfers or cryptocurrency deposits, so choose the method that works best for you.
After successfully depositing your ADA, it’s time to initiate the staking process. This typically involves navigating to the staking section of the platform and following their specific staking procedures. The platform will likely guide you through the necessary steps to delegate your ADA to a staking pool and start earning rewards.
If you’re new to staking, some platforms may provide educational resources or customer support to assist you through the process. Take advantage of these resources to ensure you fully understand how staking works on the specific platform.
Keep in mind:

• Research each platform’s staking rewards, as they may vary.
• Consider factors such as user experience, security features, fees, and customer support when choosing a platform.
• Regularly monitor your staking rewards and stay updated on any changes or updates from the platform.

Staking on popular platforms offers a convenient way to maximize your ADA rewards in Canada. As you gain familiarity with different platforms and their staking processes, you can make informed decisions that align with your staking goals and preferences.
As you become better acquainted with maximizing ADA rewards through various platforms, it’s crucial to also consider essential security measures for safeguarding your investments in this digital landscape.

Essential Security Measures for Staking Cardano

When staking Cardano, protecting your investment is just as crucial as selecting the right staking pool. Let’s explore some key security measures to help safeguard your ADA and stake with peace of mind.

Secure Storage with Hardware Wallets

Employing a hardware wallet, such as Ledger or Trezor, is one of the most secure methods to store your ADA. Hardware wallets are offline devices, providing an extra layer of protection by keeping your private keys—essential for accessing and managing your ADA—offline, reducing the risk of cyberattacks targeting your assets.

A hardware wallet is like a fortress for your ADA, significantly reducing the risk of cyberattacks and providing vital security for long-term staking.

Implement Two-Factor Authentication (2FA)

Enabling 2FA adds an extra layer of security by requiring a unique code in addition to your regular password, effectively thwarting potential breaches and keeping your ADA safe from unauthorized access.

By implementing 2FA, you create a multi-layered security fortress around your staked ADA, making it significantly more challenging for malicious actors to compromise your accounts.

In summary, leveraging hardware wallets and implementing 2FA are pivotal security measures for staking Cardano in Canada. These proactive steps fortify your defenses against online threats, providing robust protection for your ADA assets while maximizing your staking rewards.
With essential security measures in place, let’s now explore best practices for selecting reputable staking pools to further optimize your Cardano staking experience.

Is Cardano Staking Profitable in Canada?

Network participation plays a significant role in determining staking profitability. The more ADA holders participate in staking, the lower the overall staking rewards become. Conversely, higher network participation can lead to decreased individual rewards for each validator. This means that as more people join the network and stake their ADA, individual returns may see a reduction unless total ADA holdings also increase.
The performance of the staking pool you choose is another key aspect influencing profitability. The pool’s efficiency, reliability, and transparency directly impact the rewards you receive. Pools with higher performance metrics and consistent operational capabilities are more likely to generate optimal returns for their participants. It’s essential to analyze historical data and pool performance metrics to make an informed decision on where to stake your ADA.
Taking these factors into account, annual staking rewards for ADA in Canada typically range from around 4% to 6%. It’s important to note that this figure is subject to change based on market conditions, network dynamics, and individual pool performance. Therefore, staying updated with current trends and consistently monitoring your staking activities is crucial for maximizing your ADA rewards.

Maintaining ADA in Your Wallet for Staking

Once you’ve decided to stake your ADA, it’s essential to understand that the ADA in your wallet must remain delegated to a stake pool at all times. Why is this important? When you delegate your ADA to a stake pool, it becomes part of the pool’s total stake, contributing to the pool’s chances of being selected to create or validate new blocks on the blockchain. These activities generate staking rewards, which are then shared with all stakeholders in the pool.
In practical terms, it means that any ADA withdrawn or sent out of the staking wallet will not contribute to staking rewards during that time. Therefore, it’s crucial to plan ahead and avoid moving ADA in and out of your staking wallet frequently if you want to maximize your staking rewards.
Think of it like entering a raffle – only those ticket holders present at the time of the draw have a chance to win a prize. Similarly, only the ADA present in your staking wallet at the time of block creation or validation will qualify for staking rewards.
To illustrate – if you decide to move part of your ADA from your staking wallet for a short-term investment and then miss out on a block validation period during that time, you would have essentially missed an opportunity to earn staking rewards on that portion of ADA.
In essence, maintaining your ADA in your staking wallet and staying committed to the stake pool you’ve chosen ensures that you have a continuous chance at earning staking rewards. It’s a simple but essential step in maximizing your ADA rewards through staking.

Evaluating Tax Implications of Staking ADA in Canada

Staking ADA might result in rewards that boost your investment, but it’s important to recognize that these rewards are generally viewed as taxable income in Canada. The Canada Revenue Agency (CRA) considers cryptocurrency as a capital property, similar to stocks or real estate, and the gains from staking fall under the category of “income.”
This means that any ADA rewards earned through staking are subject to taxation, and it’s critical to maintain detailed records of your staking rewards. By accurately documenting the rewards you receive, you can effectively demonstrate compliance with tax regulations and ensure that you’re fulfilling your tax obligations.
Furthermore, it’s advisable to seek professional advice from a tax expert or accountant who specializes in cryptocurrency taxation. Navigating the complex landscape of cryptocurrency taxation can be challenging, and consulting with a professional can provide valuable insights into the specific tax implications associated with staking ADA in Canada.

It’s essential to understand the tax implications associated with staking ADA in Canada and to stay informed about any updates or changes in cryptocurrency taxation regulations.

Is there a minimum requirement or threshold for staking Cardano in Canada?

Yes, there is a minimum requirement for staking Cardano in Canada. As of now, the minimum ADA amount required for staking on the Cardano network is 10 ADA. This threshold ensures that participants have a stake in the network and encourages active participation. It also helps maintain the security and decentralization of the Cardano blockchain by preventing excessive concentration of ADA holdings.

Are there any risks involved in staking Cardano in Canada?

Yes, there are some risks involved in staking Cardano in Canada. One of the main risks is market volatility, as the price of ADA can fluctuate significantly. Additionally, regulatory changes in Canada could impact the legality and taxation of staking rewards. It is important to stay updated on these regulations and consult with a financial advisor.

How does staking Cardano work in Canada?

Staking Cardano in Canada involves delegating your ADA tokens to a trusted stake pool, which then validates transactions on the Cardano blockchain. By staking, you actively participate in securing the network and earn rewards for your contribution. In Canada, there are numerous stake pools available for delegation, providing Canadians with broad options for maximizing their ADA rewards. As of 2024, Cardano’s staking participation rate is consistently above 70%, showcasing the community’s active engagement in securing and supporting the network.

What are the benefits of staking Cardano in Canada?

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I know Burnie mentioned wondering how Smosh and Dropout handles finances / structure their company. I myself had been interested and done some deep diving before, so figured I could share some information I've found!
For context, in January 2020, CollegeHumor's parent company IAC made the decision to stop funding them. Sam Reich, Chief Creative Officer at the time, bought the company with his own money. They immediately reduced their full-time staff from 105 employees down to 7. While they closed in January, Sam Reich officially signed the deal 2 days before the lockdown started in L.A.
CollegeHumor had a streaming service at the time called Dropout. This service costs $5.99 a month or $59.99 a year for an annual sub. They continued to produce several of these shows while hemorrhaging money while brining back cast/crew on a contract basis for productions. Thankfully, they began to grow as TikTok / Instragram Reels were perfect trailers to act as teasers for their productions.
By September 2023, they officially rebranded to Dropout, which many people had thought had already happened. Recently in December 2023, they released some metrics that Burnie may find interesting.

• In the year 2023, they doubled their service's subscribers. As of December 2023, they have a subscriber count in the "mid-six figures". For reference, In a Forbes article in March 2017, Rooster Teeth claimed to have over 200,000 FIRST members. Additionally, in this Reddit comment from August 2017, Peter Hayes the number of FIRST and Double Gold members for Rooster Teeth was around 200-250,000. This is not to directly compare, just to help put a perspective on it since sometimes it's hard to know what those numbers mean.

Sam admits that this is wild, and they are sure to keep financial productions very conservative for future growth, since they learned that lesson in their corporate days. The average user stays subscribed for 1.5 years, and about 1/3 of their subscribers are on the annual plan.

• While only having 7 actual shows, the views were 7x - 10x what they were when IAC dropped them.
  
• They had grown to 17 full-time staffers and were planning on adding more at the start of 2024. Even many of their most popular personalities have full-time jobs (or at least as full time as some entertainment jobs can be). For example, Lou Wilson is the announcer for Jimmy Kimmel, and Siobhan Thompson is a writer on Rick and Morty.
  
• At the end of 2023, they did their first ever profit share. From tweets I saw from cast/crew, this is basically unheard of in the entertainment industry. They redistributed this money to all cast and crew, even those who only worked on a single episode of a production. This ALSO extended to those who just AUDITIONED for productions. Because they PAY actors to audition, since they understand they are taking their time to audition which could be spent on a job elsewhere. Sam does clarify they don't know if they'd be able to do it every year, since it is obviously based on whether they have a profitable year or not, but he hopes to!
  

If we take some numbers previously mentioned, let's take a guess.
Mid-six figure subscriber count = lets lowball to 450,000
1/3 of subscribers are on annual plan = Pro-rates to $4.99 a month
2/3 of subscribers are on monthly plan = $5.99 a month
(150,000 x $4.99) + (300,000 x $5.99) = $748,500 + $1,797,000
This means Dropout brings in, conservatively, $2,545,500 in revenue a month, or around $30.5 million a year.
Source: https://variety.com/2023/streaming/news/dropout-subscribers-double-new-shows-sam-reich-1235829675/
EDIT: Just started this interview between Dropout’s CEO Sam Reich and Nebula’s (another independent streaming service for creators) CEO Dave Wiskus.
Only a few minutes in and already fascinated/learning: like for example, Vimeo began in the CollegeHumoe offices!

I Hate The Character Limit, so much.
Previous Posts:
Part 1: https://www.reddit.com/PathToNowhere/comments/1clu2tn/path_to_nowhere_sfw_headcanons_part_4_shalom/
Part 2: https://www.reddit.com/PathToNowhere/comments/1clu7gw/path_to_nowhere_sfw_headcanons_for_shalom_part_2/
35. She has joined several other Sinners in keeping an eye on the chief and making sure she does not overwork herself too much, with her method of getting her to stop being to simply walk into the office, grab her by the wrist, and pull her away from her computer and off to either of their rooms.
When that does not work, she will resort to decidedly more underhanded methods, such as slipping into the office via one of the hidden passages, putting her hands over her eyes and telling her that it is time to go to sleep as she waits for her to surrender.
Another option is to utilize the most tried and true method, that being the NHH method, which involves sicking either Nightingale or Hecate and Hella on the Chief, with said method ending in her either being drug out of her office by the Adjutant, often still in her chair, or being bullied into going to sleep by Hecate’s pleading and Hella’s cursing as she chews her out.
But should all of the above fail, should all seem lost in this endeavor, then Shalom has perfected a final tired and true method of forcing the Chief to relax, one that, during her first attempt almost ended with her becoming a head shorter courtesy of a rather infuriated Sumire.
The method in question?
Step 1: Walk into the office. Utilizing passages is not necessary as the sound of approaching heels clicking on the floor and knocking on the door adds a valuable psychological factor to the approach.
Step 2: Do not respond to any of the Chief’s questions, merely meet her gaze with a smile and walk towards her, navigate around her desk and push her back towards the wall behind her.
Step 3: Utilize greater than average strength to force her to remain in the chair by pinning her to ii, typically done by straddling her lap.
Step 4: Lean in close to her ear and begin to hum a lullaby as you stroke her hair, and rub her upper back, certain fragrance perfumes also assist in this method, particularly ones including lavender.
Step 5: Wait for her to give in and then wheel her out of the office and towards her room.
So far this method boasts the 2nd highest success rate out of her other methods of coercing the Chief into resting, the highest being the NHH method, though other Sinners boast of having more successful ones…granted one of them involves rendering her unconscious and another involves paralyzing her, but they still work, thus the Hush shall not stop until she perfects a method of getting the Chief to cease overworking herself.
Her current approach being to simply insure that there is no reason for her to overwork herself, with her providing aid on matters that would otherwise take up too much of the Chief’s time, though the Chief is yet hesitant to fully trust her with much of her work, she has so far allowed for the help.
Only time will tell if this method works though.
36. She has a curiosity regarding the various other nations that exist beyond the walls of Dis, something that has led to her gathering as much information and memorabilia from those nations that she is capable of.
She regularly searches out any of the Sinners from foreign lands to speak with regarding their former homes, such as Pacassi and her long vanished hometown, Eirene and Fraser, KawaKawa and Stargazer for WhiteSands, or OwO and Goldion Ville.
It has become a small dream of hers to one day visit the lands beyond the walls of Dis and see what the world is like outside of the reach of Paradeisos and herself, though she does not want to go alone, so she has decided that she will try and take Rosa, Rahu, Christina (and of course where christina goes, Thistle goes.), and or the Chief with her come the chance to slip away.
But for now she will settle with enjoying what trinkets and information she can from those distant lands. She is particularly fond of the chess set that Eirene had brought over from her home city and the paper lantern that OwO made for her.
37. Similar to Langley, she has many times made use of the skills of the Phantom Thief pair of Priscilla and Tetra, though she has never directly spoken to them, instead utilizing multiple online accounts and middle-men to hire them.
The pair have long since ceased attempting to investigate just who it is that is behind all of the jobs that Shalom has given them, their previous attempts having ended with the pair finding a flash drive tucked into a drawer that contained their…toys, during a rather passionate moment.
Their session of intimacy being cast aside as they investigated what was on the flash drive, the pair soon finding themselves clinging onto one another as they saw a file containing both videos and images of them going about their daily lives, as well as on their missions, even their homes outside of the Bureau, including safe houses even the Chief was unaware of.
Amidst the flurry of images and videos was a single document, a simple text file that contained words which managed to send a chill through their cores.
“I would advise you to not bite the hand that feeds you, I harbor no malice towards you at the moment…but if you continue to pry into things best left unknown…then I will be forced to take much more direct action against you.
The presence of this hard drive should be proof enough of what I am capable of, as well as the extent of my influence, and be advised that what you see here is but a fraction of the data I have gathered on the two of you.
But that is neither here nor there at the moment, and I would truly hate to sully the wonderful working relationship we have at the moment, and in the same vein lose two exceptionally useful allies, thus I will take no action against you at the moment.
For now, I would advise you to hold one another close, perhaps enjoy the wine you have stored away in your cupboard. It is a wonderful vintage that pairs quite well with the dark chocolate that Tetra purchased a couple of days ago.
Take some time off to process this information, don’t worry about anything, your superior at the Bureau is a kind woman, she won’t pry too much, and you have likely received a rather sizable transfer to your account for a job well done in regards to your last few missions from me.
With that said, I must be going, I have a great many things to attend to that require my personal attention, though before I go, I have to admit that I was impressed by the variety of toys you possess. My own collection seems paltry in comparison…perhaps I should remedy that.
Sincerely X.”
The pair would take their mysterious benefactors' advice and spend the next few days with each other, not only scouring their homes and cell for bugs, but also in trying to bury the terror that the flash drive caused them.
That the damn thing vanished the next day, only further heightened their fears of this unknown X.
Curiously, the days following this incident would see Shalom spend a rather lengthy amount of time browsing certain…illicit sites in search of new additions for her own collection, that she asked Rahu, Rosa (Who she communicated with via sharing her screen in a call or by phone), and the Chief their opinion on the objects in question, is something 2 of the 3 mentioned would very much like to forget .
38. Upon learning that Peggy and Joan were two of the musicians whose tapes and records she possessed, she took time out of her schedule to ask for their autograph’s on the tapes and records in question, paying them quite handsomely in return.
She has likewise requested recording of several other musician Sinners performances, from Dudu, who spent several minutes in dumbfounded silence at just how much Shalom offered her before energetically shaking her hand and running off to get started, to Echo and her saxophone, the young musician being ecstatic to record a tape for someone at last.
Whether or not the music is any good by the standards of the masses is of no concern to Shalom, all that matters is that it is her choice to listen to and enjoy it, and not the whims of her former masters, with it also serving a memento of some of the more vibrant souls present within the Bureau.
39. Given her fixation on spreading happiness, and Shalom’s desire for happiness, it is a fair assumption to say that she has something of a relationship with Serpent, with the serpentine Sinner having taken upon herself the challenge of making Shalom give her a genuine smile through any means necessary.
As a result of this, Shalom has many times found herself given a front row seat to the shows that Serpent puts on within the Bureau, the serpentine Sinner having pulled out every stop during her shows to try and coerce as much genuine emotion as she can from Shalom, with the Hush often finding herself feeling emotionally drained and yet deeply satisfied after each performance.
She has also met the monstrous snake that Serpent keeps as a pet, granted their meeting involved it slithering through the vents and into her room as she was reading a book, but unlike many of her fellows she did not immediately panic and was instead able to keep the colossal snake busy until Serpent could arrive to recover it.
Though it did take them a rather long while to convince the snake to uncoil itself from around her and her chair, especially given that it seemed to be enjoying the story she was reading aloud to it.
That is not to say it is an entirely one-sided deal, as Serpent has come to find herself with enough money in her account to be able to afford the sun lamps she has wanted for a long while, with Shalom also taking upon herself the duty of babysitting Serpent’s snake when the woman has to leave it behind on a mission.
She has also aided Serpent in her quest to make the Chief happy, not only through funding but also by helping her in researching a rather large variety of means to try and appease the woman in question.
The Chief has since come to expect that whenever Serpent has a show, she will find herself being seated near the front with Shalom on one side, Eirene on the other, and Rahu and Christina as far away from the giant snake that accompanies Serpent as possible.
40. She gets cold easily due to her fragile nature, her heavy coat helps her with it to an extent, but during particularly cold or windy days, she needs to wear layers to the point that she needs several minutes to pry off all of them when she is out of the cold, otherwise she will begin to overheat.
In addition to getting cold easily, she also has a rather weak immune system, even with Paradeisos medicine at her back, thus she can easily fall ill during cold weather, leading to her being bedridden or consigned to the medical wing for several days before her condition stabilizes.
As a result of this, she tends to avoid leaving the warmth of the Bureau, or even her room for that matter, during such weather unless her presence is requested by the Chief for some matter, though even then she will demand heavy reparations for her presence.
Typically, said reparations will involve the Chief pampering her while she recovers from whatever illness has come to plague her, even should she be given medication to treat it, she will still request that the Chief stay with her till she is fully recovered.
That is not to say she fairs any better during hot weather, as she has to wear sunscreen or carry an umbrella to avoid sun burns during the intense heat, with her trying to minimize her exposure to the intense sunlight as much as she can to avoid heat sickness.
It is safe to say that she enjoys the more mild weather of spring or the cool and yet not freezing weather of fall as opposed to winter or summer, with those being the months she is able to enjoy the sights of the city and the world before she is forced to flee into cover at the changing weather.
41. She once requested Enfer to make use of her ability to try and sculpt something that could elicit genuine fear from her, with the artist devoting a rather obscene amount of time and effort towards the matter, Shalom funding her ventures as the sculptor tried everything she could.
Eventually, Enfer managed to create something that managed to provoke a reaction from Shalom, the exact nature of the work that managed to provoke a feeling of unease and distress within Shalom such that she was visibly unnerved is unknown however, as Shalom had any visual images of the work removed as she took it to a secure and hidden space within her room.
None but the Hush and the Sculptor themselves have seen just what was made that day, and Enfer refuses to share any information on the matter, the Mistress of Fear herself feeling no small amount of unease whenever she recalls the work she made, and sheer distress it caused to flicker through the normally blank faced Shalom as she looked upon it.
No threat was needed, no promise of revenge or wrath, nor was a bribe needed, only a glance at Shalom and at the artwork she had made was needed to bid her tongue to stay silent on the matter.
An oddity is that after the piece was finished and hidden away, the pair tried to spend as much time with the Chief as possible, as though something compelled them to do so…perhaps…no, it is better that road be left unwalked.
42. She is a regular listener to Eleven’s radio show, and is exceptionally fond of the radio host herself, finding her show to be the perfect thing to listen to as she focuses on work that has either kept her up late, or has awoken her exceptionally early.
Eleven is more than a little wary of the Hush, especially given the rumors she has heard of the woman, particularly from the agents of the Garden and various others, though at the same time she cannot ignore the way Shalom has spoken so highly of her, and the several times she has called in to her show to speak with her whenever she needed to take a breather during her work.
That said, Eleven wishes that the next time Shalom asks to take her photo, she does not have the flash on, especially given that the mirror she was standing beside managed to reflect it and disorientate both of them for several minutes.
43. She very much enjoys sleeping in on the days she has nothing to do though not quite to the extent of Coquelic, who prefers to spend almost the entire day in bed when there is nothing for her to focus on, with her trying to catch up on any sleep she has been forced to miss as a result of her work.
Whenever someone attempts to awaken her from this slumber they will typically either be met by her Mark blazing in one of her eyes as she glares at them, or with her reaching out to pull them into bed with her, something that Rahu, Christina, Rosa, and the Chief have been the victims of before.
The problem is that once she has a grip on them, and has begun to fall asleep, she very much refuses to relinquish her grip on them, with her poor victims having to either wait for her to awaken, or for them to find some way to wake her up.
Such as carrying her to, and proceeding to drop her into a tub of either warm or cold water, something that Rahu had to resort to at one point when something came up and Shalom was needed on one of those days.
She proceeded to learn that while Shalom is frail, she is still capable of throwing surprisingly heavy objects with no small amount of force at someone, particularly when they have their back turned to her.
On an unrelated note, she had to see Iron and Anne for some aspirin to help with a headache she gained that day, where it came from she would not say, only that both the source of it, and the headache itself, were exceptionally annoying.
44. Shalom is not counted among the “Sane People Of The Bureau” as the group of Nightingale, Cinnabar, and recently Matilda is called within the Bureau by both staff and sinner, this is no small part due to her past as the Hush and her fixation on the Chief, along with the extremes she is willing to go to in order to achieve her goals.
That said, she is still numbered among the “Somewhat Sane People Of the Bureau,” along with the likes of Langley, Zoya, and so on. As while she may not be the most sane of individuals, with Shalom even confessing such a thing herself due to her skewed view on morals and how she was brought up by Paradeisos, she is still more sane than most of the staff and sinners alike and is thus a candidate for leadership and advice should any of the Sane People Of The Bureau be indisposed after something occurs to effect the Chief…or when the chief needs to be overruled and or forced to take a break.
45. She has a deep seated fascination with the Immortals (Dreya, Vanilla, and Mantis) due in no small part to their own contributions towards paving the way for Dis to be founded by Keylan during the expedition into the Perishing Star, along with the wisdom and knowledge they hold regarding not only the star, but also what they can recall of the world before Dis was founded.
This is one of the few point where she and Paradeisos are in agreement, the information the Immortals possess has already caused several breakthroughs in regards to how the Perishing Star is viewed, along with information regarding both Mania and the effect it has had on the environment of the land around the star.
As such, Shalom has been asked by Paradeisos to keep an eye on the Immortals and to help act as an intermediary to exchange information with them, especially in regards to the subjects of the Illusory Moon and it seeming intelligence, alongside of information of the old world that was lost during the years before the Expedition breached into the Star’s domain.
She tends to speak most with Dreya as opposed to Mantis and Vanilla, as she find the astronomer to be the easiest to converse with of the group as opposed to the survivalist and logistician, though she has orders to try and gather information from Vanilla due to her being a largely unknown part of the Keylan Expedition, alongside of her understanding of the temporal hellstorm that rages within the Star’s domain and her ability to help in reconstructing some of the ruined monitoring stations around 00.
46. Shalom was rather surprised when she learned that the Chief refuses financial backing and aid from her sinners, alongside of only taking Hella and Hecate with her on her missions, the latter annoying her much more than the former due to potential safety risks.
As a result of this, she is one of many that have brought up the idea of the Chief taking other sinners aside from just Hella and Hecate with her during missions as while she may have success so far with just the pair, she also has tendency to run into situations that heavier firepower would be greatly useful in contending with.
As a result of this, she and several others, including Langley, Eirene, Demon, and Rahu, have worked to put together a means of coercing the Chief to accept further aid on her missions from those who are capable of doing so, with the more contaminated and mania sensitive sinners having to be kept on the sidelines due to contamination and potential risk of going full maniac allowing for them to narrow the suspects down.
That they have even been able to sway Nightingale to their side is proof of their devotion to this cause, though so far they have had little luck in convincing the chief to accept further help…at least willingly as they have several times simply either pulled rank on her (Langley) or threatened her with withholding her coffee and snacks (Nightingale) if she did not take aid with her on some missions.
Shalom would go with the Chief on missions herself, if she did not feel that doing so would run the risk of allowing Paradeisos too much information on the Chief and potentially causing the both of them future headaches.
47. Despite her fragility, Shalom possesses rather impressive healing capabilities, though not to the extent of Hella, she is still capable of surviving many wounds that would have been fatal to others, with Schorl furthering her healing abilities with its own technology.
She cannot regrow limbs or digits, nor can she regenerate organs, or is she immune to illness, but she is still capable of taking a stab or bullet and surviving, at least assuming it is not directly to her heart or brain, something she considers one of the few useful modifications Paradeisos made to her after she became the Hush.
48. She has an odd relationship with subjects unknown to her, as she is both wary of, and yet also fascinated by, anything that she has know knowledge or comprehension of, something which is quite rare given her eidetic memory and the amount of information she was taught by Paradeisos and has learned on her own.
This leads to her starting ventures into unknown subjects cautiously at first as she tests the waters before she begins to dive into them in full, hungrily devouring anything and everything she can on the subject until she feels that she is satisfied with it.
This is not something born of scholarly desire, but rather out of a desire to know what she can use and what can be used against her, alongside of it being something that she has the ability to choose to indulge in without being ordered to do so, it is also something she does to further cultivate her seemingly all knowing image to instill both respect and unease in those around her.
Among the subjects she has studied are things such as tailoring, animal husbandry (Christina learned far too much regarding breeding habits of animals when she was researching it), entomology (She felt it wise to learn more about her arachnid foes), cooking, and cocktail making.
49. It is a standing rumor in the Bureau that Shalom’s coat is able to repair itself, as no matter what is done to it, be it burned or slashed, it is always in immaculate condition the next time anyone sees her wearing it.
The truth is much less fanciful though, as Shalom simply owns many copies of her coat that she can use when she is unable to fix one of them or have a tailor fix it for her, with her having allocated a rather large sum simply to replacing and repairing her coats when they get damaged.
She at one point had to have a whole new batch made for her as, despite not being contaminated when the Garden and Langley unleashed a hell of spiders into her room, she one day went to put on one of her coats and found a rather large tarantula inside of it.
How it got there, she had no idea, only knowing that it was the doing of someone in the Bureau, especially given she has spider-proofed her room to the best of her ability since the ‘prank’ pulled on her.
Needless to say, she promptly had Schorl burn each of her coats for safety reasons.
50. She is very well aware of the irony of her name's meaning and of her profession and the deeds she has committed, with her finding it to be somewhat humorous in a rather dark way, with her using it as a part of several rather dark jokes that she makes when free of Schorl’s gaze.
51. While Shalom claims to have something of a Black Thumb when it comes to gardening, few know just how bad her attempts at gardening have ended over the course of her attempts at it.
As not only has she managed to kill the vast majority of her own plants, including ones that should not be easily killable by any stretch of imagination, but she has also managed to, through means known to not even Paradeisos, cause plants that others are tending to on her behalf to die whenever she tries any attempt at caring for them.
She was particularly upset the day she managed to kill a rose that Rosa had given her, with the maid having to visit the Bureau to console her former employer over the matter, said maid would later confide to the Chief that the flower was artificial and it should not have been possible for it to die.
52. Shalom very much enjoys egging people on when the chance arises, utilizing her position as a Paradeisian and her own connections to put people who have managed to earn her ire in a position of wishing to strike at her, but being unable to do so.
In particular, she enjoys doing this to high ranking officials or such that try and interfere in her aiding the Chief, finding the expressions they make as they grit their teeth in silent and indignant fury at her to be amusing to no small extent.
She is confident that should anything occur, Rahu would protect her, though her bodyguard has told her many times to cease her antics or to at least reign in her antics so that she did not have to have her hands on her weapons everytime Shalom meets an official that annoyed her.
The only response she received from Shalom was an amused smile and the faintest hint of exasperation from Schorl as the Hush went to another meeting with a board of officials, said meeting nearly devolved into a full on brawl due to her pitting them against one another as she sat back and enjoyed the show.
It is safe to say that Rahu has come to dread seeing Shalom smile during meetings.
53. She has many times commissioned Cassia to make perfume for her, with her finding the perfumers products to be vastly superior to even the perfumes that she would find in luxury stores in Eastside.
A part of the deal she has with Cassia is an exchange of fragrances so to speak, as she will let the perfumer take samples of her hair to make into perfume in exchange for custom perfumes, though her donations to help Cassia built her own Atelier within the Bureau don't hurt either.
Cassia considers the perfume she has made from Shalom’s hair to be an oddity, not just due to it smelling of a form of flower she has not smelled before, her best guess being some form of lily, with a rather spicy undercurrent of something akin to cinnamon, but also the feeling of peace it seems to bring the one wearing it, though she claims the feeling of peace feels…unnatural to her.
The perfumer would work to refine the perfume made of Shalom’s hair for several months before she seemed to reach some form of breakthrough, though it did not seem to be a desirable one as she soon destroyed the product and went back to her earlier iteration of the scent.
Why she did so, she would never say, but the look of pity and unease in her eyes when she looks at Shalom since her experiment ended, tells a tale all of its own.
54. She finds Hella to be rather adorable, though she is admittedly somewhat envious of the sheer amount and depth of emotions the young Syndician can feel, along with the ease at which she is able to display and switch between them.
Nonetheless, she has come to be rather fond of the gremlin’s antics, with her considering it a pleasant interruption to her day whenever she sees the hellion causing chaos within the Bureau, with her having gone so far as to aid her in her escapes and antics for her own amusement.
She is also oddly protective over the Syndician, as she has come to the conclusion that Hella is a vital component to the Chief’s happiness, and a valuable means of keeping her safe, and as such she takes many steps to insure that the little hellion is safe during her outings.
Hella once confronted her on the matter, surprising Shalom with her awareness of her involvement, the pair speaking for a while on their thoughts on the matter, with the Rat Queen Of Syndicate surprising Shalom with her maturity and intelligence during their conversation.
In the end Hella agreed to endure her meddling and watch, in exchange for her monitoring and protecting Ninety-Nine as well, with the gremlin threatening Shalom with going to the Chief and ruining her image in the Chief’s eyes if anything happened to the Berserker.
Shalom had chuckled at the statement, an honest chuckle of amazed amusement at the girl's audacity, before she acquiesced to her demand with grace, smiling to herself as she re-evaluated her opinion on the girl who finished her tea before she left.
Before Hella had left the room, however, she had asked her how it was she deduced that it was her that was involved, something which made Hella pause before she turned to look at her over her shoulder and said-
“I had a hunch it was someone high up, didn't know who though, so I took a gamble on it being you and you confirmed it for me.”
Shalom had been incredulous for a moment before she began to chuckle once more, basking in both her surprise and the genuine emotion she felt as she watched the young woman leave, silently vowing to herself to see the full potential of the young girl one day.
55. And the final one, is that Shalom fully expects to never truly achieve her happy ending and to die before she can be fully free of the shadow of Paradeisos, to never be able to watch movies with the Chief, see Rahu freed from her hatred, watch as Christina and Thistle grow together, or witness Coquelic and her Garden claim their own pound of flesh from both the Underground and Paradeisos.
Because of this, everything she has done and continues to do is her rigging the board as much in favor of the Chief and those she feels deserve it as possible, all to insure that once she is gone they will still be safe and can reach their own happiness.
She knows that nothing she has done can make up for even a fraction of the sins she has committed, but at the very least she hopes that these sins can pave the way to heaven for her loved ones while she descends into hell where the Hush belongs.
She could burn with a smile on her face, so long as she knows they will be safe and happy.
And with any luck, she will drag Paradeisos down to the depths of hell with her, so that they can all burn along with the monster they created.
And that is it, everything we have for Shalom, and our longest post on this sub to date, we hope you all enjoy it and that you share your opinions and thoughts on what we have here, along with some of your own headcanons should you wish to do so.
Till next time, stay safe and take care.

Americans own an alarming level of shit.
The average size of the American home has tripled in the last 50 years. Plenty of room to store all that stuff, right?
Wrong.
For houses with two-car garages, 25% of those homeowners don’t have space to park even one vehicle.
And at least 1 in 10 people use offsite storage to handle the overflow of stuff (making owning storage businesses a profitable venture along the way).
Every so often, a homeowner cries for help and carries out a major purge.
But what happens to all that stuff? It’s a hassle to sell, it’s too much to donate, and some of it straight up can’t go out with the trash.
Enter the junk hauler, a magical truck owner who appears onsite to wipe away clutter en masse.
By starting a junk removal business, you can tap into this growing demand and build a flexible business with ongoing revenue.
If you find someone else who took on the heavy lifting of launching the company, you can bypass a lot of startup challenges and jump right into cashflow territory.

Why Buy a Junk Removal Business Instead of Starting One?

Key Statistics of the Junk Removal industry

• The US waste collection industry is valued at nearly $60 billion. IBIS World
• Professional junk removal services cost $100 to $800 per truck load in 2019 Step by Step Business
• Startup Costs for a junk removal business range between $7,550 - $16,100 Step by Step Business
• The market size in the US has grown 2.4% per year on average between 2017-2022 IBIS World
• The average American produces five pounds of solid waste per day EPA

Junk removal businesses have a lower barrier to entry than plenty of other company types, but they do present some challenges for an entrepreneur.
If there’s a lot of competition in the area, it’s hard to establish a reputation for junk removal services. If you buy instead, you can build on the word of mouth and online reviews associated with the first company.
Trying to figure out pricing for junk removal? Challenging for newbies.
You need to factor in gas costs, your time spent driving to, collecting, and away with the junk, and whatever you get charged to purge it.
If you offer a lowball price to potential customers, you’ll lose money. Go high, and they’ll walk.
And, as a new business, you need to acquire permits to work with a local landfill or transfer station. In other words, you need somewhere to dump your junk.
An existing business transfers over those relationships and permits to you right away.
Plus, buying a business like this is within your reach. BizBuySell, for example, sorts for-sale businesses into categories, with dozens of them for sale at any given time.
You can also score junk and waste removal businesses on sites that list off-market deals, like BizScout. Full disclosure: We own BizScout, but it’s a great platform for entrepreneurs to find their next business.
If you find something of interest, you can use seller financing to get better terms in the deal, too, without the limits of traditional bank or business loans.
But if your heart’s still set on building your own thing, follow these steps to get in on the game.

1. Research Your Market

Who do you plan to serve? What will you offer them? At what price point is junk removal profitable for you and a must-do for your customers?
Gauge local demand by looking at existing junk hauling solutions.
In many cases, you’ll find that these companies don’t use digital marketing or software to reach their market. That’s a missing puzzle piece you can take advantage of later in the startup process. But for now, it can complicate your research since you won’t be able to investigate customer reviews.
As a new junk hauling business owner, you need to know the primary questions and concerns of your clientele. Ask neighbors and friends what they’ve stored that they’d like to dump.
You might discover ways to claim a niche and win the majority of business in your area by talking to people and finding their unmet needs.
In general, junk haulers take almost anything (except really out-there things like chemical waste). These junk experts fill a gap since most donation centers and landfills won’t take all kinds of trash.
For example, how do you dispose of a hot tub? An appliance? Construction debris? Mattresses? Old exercise equipment?
You need to research how your municipality handles these kinds of junk so you can dispose of it in a safe and legal way.
This is the first big advantage of buying someone else’s junk hauling business. Sure, the old owner may not have modern operations or marketing, but they understand their market and the rules. You can ask them to teach you everything they know during the transition period.

2. Create a Business Plan

Your business plan takes what you learned in market research and combines it with other important details, like:

1. Your executive summary (Who are you? What do you offer?)
2. A market analysis (What is the need?)
3. Your marketing strategy (Who will you help? How will you reach them?)
4. Your financial plan (What money do you need?)

A business plan for a junk hauler can be simple, but that doesn’t mean they’re easy to make. You’ll still need to put thought and effort into it.
When you buy an established junk hauler, you’ll be able to modify a business plan that the market has already tested. You can see what worked, what didn’t, and where to go from there.

3. Get Your Legal Paperwork Out of the Way

Choose a business name first. Check your secretary of state registry and online directories to make sure no one else uses that name. Then, file as a business with the secretary of state. You’ll also need to declare if you’ll operate as a sole proprietor, a limited liability company, or a corporation. Certain states require a junk hauler permit and license, including:

• California
• Illinois
• Massachusetts
• New Jersey
• New York
• Texas
• Virginia

As you research what’s needed, get quotes for a few types of insurance, too. If you hire employees, you must obtain workers’ compensation insurance.
Outside of that, most junk haulers need at least general liability coverage and car insurance for the company vehicle, too.
Buying an established business can cut out some of the legal red tape. You can transfer the existing permits and insurance policies into your name when you buy from someone else.

4. Finance Equipment and Vehicles

Pro Tip:
Buy all of the equipment you need, and mitigate risk by buying someone else's established business instead of starting new.
Use seller financing.
Negotiate the terms where you pay the previous owner a down payment and then pay the rest out of your profits over time.
The financial section of a successful junk removal business plan lays out the necessary equipment and vehicles you need to start working.
At a minimum, get:

• Garbage bags
• Tarp
• Ropes
• Shovels
• Work gloves
• Trailer
• Truck

A dump truck holds more, which works out well for bigger jobs, but they’re expensive, and you’ll need a commercial driver’s license.
You can do just fine on smaller gigs with a pickup truck and a trailer. But you’ll limit the income you can make to small jobs.
Buying either type of truck used keeps startup costs down, so you can recoup profits faster.
But, if you find someone else’s junk hauler biz for sale, you can work this equipment into the deal.
And you can get it on better terms than a loan or credit through seller financing. You can negotiate terms where you pay the previous owner a down payment and then the rest out of your profits over time.

5. Set Your Service Packages and Pricing

Most junk haulers price based on one of two methods:

• Per hour
• Per load.

But you can do more than just take items to the dump. You might add special rates for things like:

• Recycling
• Taking items to donation centers
• Handling hazardous waste removal

You’ll need a license for the last one in some locations, but hazmat work is lucrative.
Junk removal rates fall on a wide range from $100 to $800 a load, so scope out pricing in your region before you start your business. Compare this with any disposal or weight-based fees you’ll pay at a dump or other location.
To make sure you have the space for each haul, ask for texted pictures and a list of the various items.
If you have multiple vehicles, you might send out more than one for big jobs or try to coordinate pickups in specific neighborhoods around the same time.
You can offer semi-annual stops or special price promotions, such as coinciding with spring cleaning or helping people eliminate yard waste before winter comes.
If you buy instead of build, review and update pricing based on what you learn in your market research.

6. Market Your New Business

To get the word out there, create flyers and business cards with your new business name, logo, and contact information. Share this with friends and family since there’s a good chance one of these people will give you the first gig (and your first review, too!).
You can advertise online and offline successfully with a junk hauling business.
Make sure you create an online presence with a Google Business Profile, a website optimized for local SEO, and social media platforms with your contact details.
Tons of small-time junk haulers skip out on digital marketing. That’s a huge hole in your competitors’ tactics when you consider that people turn to the internet first when they need a service.
As you earn business, ask for reviews. It’s one of the most important ways to show credibility and to win new business.
In your reviews and general marketing, show people what you do and discuss the benefits of eliminating things. Many people buried in stuff may not realize that help is just a phone call away.
Clutter can cause anxiety, so leverage marketing opportunities to discuss the outcome of your services (freed up space, both mental and physical!).
If you buy a junk hauling business outright, you may need to revisit the marketing plan to capitalize on new opportunities. But you’ll start out with a customer base that’s already familiar with the business.

7. Hire and Train Your Staff

With just one vehicle, you can probably run a decent junk hauling business.
But do you want to spend the rest of your days hunting through trash and treasure?
Start hiring with one part-time assistant. Over time, you can train them into the role to handle estimates, scheduling, and even hauling items if you want.
Build a great company culture that entices your staff to stay on for the long haul. If you’re intentional with your hiring strategy, you can step out of the business and let others run the day-to-day.
If you make an offer on a current junk removal company, you can bring over the staff into your venture. This cuts down on your own launch timeline.
And it allows you to take on more than 1 job a day from the beginning. More jobs, more opportunities for making a profit!

8. Get a Good Grip on Operations

It’s easy enough to run a junk hauling business without any fancy tools.
But you can deliver a better customer experience (and your mental health) by investing in software that makes life easier.
For example, accounting software that makes invoicing easy and records all incoming and outgoing money to simplify tax time for you.
Or look into software for scheduling and route planning like Hauler Hero to minimize your carbon footprint and operate as efficiently as possible. (BTW, being a green junk hauler would be a badass niche in the right location.)
Of course, keep up to date with the staff and any rules at the recycling centers and landfills where you do business.
By staying on the cutting edge, you can share this information with your customers first and price your services accordingly.
If you buy someone else’s junk removal biz, you may need to introduce software to keep things efficient, but you’ll benefit from existing tools and relationships.

Next Steps: Growing Your Junk Removal Business

Growth and expansion feel far off when there’s so much to do just to start a new company. Plan for a long future in the business from day one so you’re ready to build it into something bigger down the road.
If you buy an existing junk removal business, you’ll start at the growth phase.
With an established reputation, it’s not hard to branch out into neighboring regions. You could also add complementary services like lawn mowing, landscaping/leaf removal, tree removal, or gutter cleaning.
With more to offer, you’ll earn more per customer and earn a reputation as a leader in home or cleaning services.

Jumpstart Your Junk Removal Empire

We’ve all been there: the slow accumulation builds into an unmanageable pile of stuff you no longer want or need.
A junk removal business idea is so simple you might think it can’t work.
But the junk removal industry is on fire these days as more people want to get rid of things without having to do the hard work on their own.
By starting a junk hauling business, you can give homeowners more peace of mind and better use of their space while earning a nice profit for yourself. You can start small and then expand with additional vehicles, staff, or territory.
While you can start on your own, buying a junk hauling business is still the better option. It will cut down on startup issues and help you build on an existing brand, meaning you get to a comfortable cashflow far sooner than going your own way.

Americans own an alarming level of shit.
The average size of the American home has tripled in the last 50 years. Plenty of room to store all that stuff, right?
Wrong.
For houses with two-car garages, 25% of those homeowners don’t have space to park even one vehicle.
And at least 1 in 10 people use offsite storage to handle the overflow of stuff (making owning storage businesses a profitable venture along the way).
Every so often, a homeowner cries for help and carries out a major purge.
But what happens to all that stuff? It’s a hassle to sell, it’s too much to donate, and some of it straight up can’t go out with the trash.
Enter the junk hauler, a magical truck owner who appears onsite to wipe away clutter en masse.
By starting a junk removal business, you can tap into this growing demand and build a flexible business with ongoing revenue.
If you find someone else who took on the heavy lifting of launching the company, you can bypass a lot of startup challenges and jump right into cashflow territory.

Why Buy a Junk Removal Business Instead of Starting One?

Key Statistics of the Junk Removal industry

• The US waste collection industry is valued at nearly $60 billion. IBIS World
• Professional junk removal services cost $100 to $800 per truck load in 2019 Step by Step Business
• Startup Costs for a junk removal business range between $7,550 - $16,100 Step by Step Business
• The market size in the US has grown 2.4% per year on average between 2017-2022 IBIS World
• The average American produces five pounds of solid waste per day EPA

Junk removal businesses have a lower barrier to entry than plenty of other company types, but they do present some challenges for an entrepreneur.
If there’s a lot of competition in the area, it’s hard to establish a reputation for junk removal services. If you buy instead, you can build on the word of mouth and online reviews associated with the first company.
Trying to figure out pricing for junk removal? Challenging for newbies.
You need to factor in gas costs, your time spent driving to, collecting, and away with the junk, and whatever you get charged to purge it.
If you offer a lowball price to potential customers, you’ll lose money. Go high, and they’ll walk.
And, as a new business, you need to acquire permits to work with a local landfill or transfer station. In other words, you need somewhere to dump your junk.
An existing business transfers over those relationships and permits to you right away.
Plus, buying a business like this is within your reach. BizBuySell, for example, sorts for-sale businesses into categories, with dozens of them for sale at any given time.
You can also score junk and waste removal businesses on sites that list off-market deals, like BizScout. Full disclosure: We own BizScout, but it’s a great platform for entrepreneurs to find their next business.
If you find something of interest, you can use seller financing to get better terms in the deal, too, without the limits of traditional bank or business loans.
But if your heart’s still set on building your own thing, follow these steps to get in on the game.

1. Research Your Market

Who do you plan to serve? What will you offer them? At what price point is junk removal profitable for you and a must-do for your customers?
Gauge local demand by looking at existing junk hauling solutions.
In many cases, you’ll find that these companies don’t use digital marketing or software to reach their market. That’s a missing puzzle piece you can take advantage of later in the startup process. But for now, it can complicate your research since you won’t be able to investigate customer reviews.
As a new junk hauling business owner, you need to know the primary questions and concerns of your clientele. Ask neighbors and friends what they’ve stored that they’d like to dump.
You might discover ways to claim a niche and win the majority of business in your area by talking to people and finding their unmet needs.
In general, junk haulers take almost anything (except really out-there things like chemical waste). These junk experts fill a gap since most donation centers and landfills won’t take all kinds of trash.
For example, how do you dispose of a hot tub? An appliance? Construction debris? Mattresses? Old exercise equipment?
You need to research how your municipality handles these kinds of junk so you can dispose of it in a safe and legal way.
This is the first big advantage of buying someone else’s junk hauling business. Sure, the old owner may not have modern operations or marketing, but they understand their market and the rules. You can ask them to teach you everything they know during the transition period.

2. Create a Business Plan

Your business plan takes what you learned in market research and combines it with other important details, like:

1. Your executive summary (Who are you? What do you offer?)
2. A market analysis (What is the need?)
3. Your marketing strategy (Who will you help? How will you reach them?)
4. Your financial plan (What money do you need?)

A business plan for a junk hauler can be simple, but that doesn’t mean they’re easy to make. You’ll still need to put thought and effort into it.
When you buy an established junk hauler, you’ll be able to modify a business plan that the market has already tested. You can see what worked, what didn’t, and where to go from there.

3. Get Your Legal Paperwork Out of the Way

Choose a business name first. Check your secretary of state registry and online directories to make sure no one else uses that name. Then, file as a business with the secretary of state. You’ll also need to declare if you’ll operate as a sole proprietor, a limited liability company, or a corporation. Certain states require a junk hauler permit and license, including:

• California
• Illinois
• Massachusetts
• New Jersey
• New York
• Texas
• Virginia

As you research what’s needed, get quotes for a few types of insurance, too. If you hire employees, you must obtain workers’ compensation insurance.
Outside of that, most junk haulers need at least general liability coverage and car insurance for the company vehicle, too.
Buying an established business can cut out some of the legal red tape. You can transfer the existing permits and insurance policies into your name when you buy from someone else.

4. Finance Equipment and Vehicles

Pro Tip:
Buy all of the equipment you need, and mitigate risk by buying someone else's established business instead of starting new.
Use seller financing.
Negotiate the terms where you pay the previous owner a down payment and then pay the rest out of your profits over time.
The financial section of a successful junk removal business plan lays out the necessary equipment and vehicles you need to start working.
At a minimum, get:

• Garbage bags
• Tarp
• Ropes
• Shovels
• Work gloves
• Trailer
• Truck

A dump truck holds more, which works out well for bigger jobs, but they’re expensive, and you’ll need a commercial driver’s license.
You can do just fine on smaller gigs with a pickup truck and a trailer. But you’ll limit the income you can make to small jobs.
Buying either type of truck used keeps startup costs down, so you can recoup profits faster.
But, if you find someone else’s junk hauler biz for sale, you can work this equipment into the deal.
And you can get it on better terms than a loan or credit through seller financing. You can negotiate terms where you pay the previous owner a down payment and then the rest out of your profits over time.

5. Set Your Service Packages and Pricing

Most junk haulers price based on one of two methods:

• Per hour
• Per load.

But you can do more than just take items to the dump. You might add special rates for things like:

• Recycling
• Taking items to donation centers
• Handling hazardous waste removal

You’ll need a license for the last one in some locations, but hazmat work is lucrative.
Junk removal rates fall on a wide range from $100 to $800 a load, so scope out pricing in your region before you start your business. Compare this with any disposal or weight-based fees you’ll pay at a dump or other location.
To make sure you have the space for each haul, ask for texted pictures and a list of the various items.
If you have multiple vehicles, you might send out more than one for big jobs or try to coordinate pickups in specific neighborhoods around the same time.
You can offer semi-annual stops or special price promotions, such as coinciding with spring cleaning or helping people eliminate yard waste before winter comes.
If you buy instead of build, review and update pricing based on what you learn in your market research.

6. Market Your New Business

To get the word out there, create flyers and business cards with your new business name, logo, and contact information. Share this with friends and family since there’s a good chance one of these people will give you the first gig (and your first review, too!).
You can advertise online and offline successfully with a junk hauling business.
Make sure you create an online presence with a Google Business Profile, a website optimized for local SEO, and social media platforms with your contact details.
Tons of small-time junk haulers skip out on digital marketing. That’s a huge hole in your competitors’ tactics when you consider that people turn to the internet first when they need a service.
As you earn business, ask for reviews. It’s one of the most important ways to show credibility and to win new business.
In your reviews and general marketing, show people what you do and discuss the benefits of eliminating things. Many people buried in stuff may not realize that help is just a phone call away.
Clutter can cause anxiety, so leverage marketing opportunities to discuss the outcome of your services (freed up space, both mental and physical!).
If you buy a junk hauling business outright, you may need to revisit the marketing plan to capitalize on new opportunities. But you’ll start out with a customer base that’s already familiar with the business.

7. Hire and Train Your Staff

With just one vehicle, you can probably run a decent junk hauling business.
But do you want to spend the rest of your days hunting through trash and treasure?
Start hiring with one part-time assistant. Over time, you can train them into the role to handle estimates, scheduling, and even hauling items if you want.
Build a great company culture that entices your staff to stay on for the long haul. If you’re intentional with your hiring strategy, you can step out of the business and let others run the day-to-day.
If you make an offer on a current junk removal company, you can bring over the staff into your venture. This cuts down on your own launch timeline.
And it allows you to take on more than 1 job a day from the beginning. More jobs, more opportunities for making a profit!

8. Get a Good Grip on Operations

It’s easy enough to run a junk hauling business without any fancy tools.
But you can deliver a better customer experience (and your mental health) by investing in software that makes life easier.
For example, accounting software that makes invoicing easy and records all incoming and outgoing money to simplify tax time for you.
Or look into software for scheduling and route planning like Hauler Hero to minimize your carbon footprint and operate as efficiently as possible. (BTW, being a green junk hauler would be a badass niche in the right location.)
Of course, keep up to date with the staff and any rules at the recycling centers and landfills where you do business.
By staying on the cutting edge, you can share this information with your customers first and price your services accordingly.
If you buy someone else’s junk removal biz, you may need to introduce software to keep things efficient, but you’ll benefit from existing tools and relationships.

Next Steps: Growing Your Junk Removal Business

Growth and expansion feel far off when there’s so much to do just to start a new company. Plan for a long future in the business from day one so you’re ready to build it into something bigger down the road.
If you buy an existing junk removal business, you’ll start at the growth phase.
With an established reputation, it’s not hard to branch out into neighboring regions. You could also add complementary services like lawn mowing, landscaping/leaf removal, tree removal, or gutter cleaning.
With more to offer, you’ll earn more per customer and earn a reputation as a leader in home or cleaning services.

Jumpstart Your Junk Removal Empire

We’ve all been there: the slow accumulation builds into an unmanageable pile of stuff you no longer want or need.
A junk removal business idea is so simple you might think it can’t work.
But the junk removal industry is on fire these days as more people want to get rid of things without having to do the hard work on their own.
By starting a junk hauling business, you can give homeowners more peace of mind and better use of their space while earning a nice profit for yourself. You can start small and then expand with additional vehicles, staff, or territory.
While you can start on your own, buying a junk hauling business is still the better option. It will cut down on startup issues and help you build on an existing brand, meaning you get to a comfortable cashflow far sooner than going your own way.

Americans own an alarming level of shit.
The average size of the American home has tripled in the last 50 years. Plenty of room to store all that stuff, right?
Wrong.
For houses with two-car garages, 25% of those homeowners don’t have space to park even one vehicle.
And at least 1 in 10 people use offsite storage to handle the overflow of stuff (making owning storage businesses a profitable venture along the way).
Every so often, a homeowner cries for help and carries out a major purge.
But what happens to all that stuff? It’s a hassle to sell, it’s too much to donate, and some of it straight up can’t go out with the trash.
Enter the junk hauler, a magical truck owner who appears onsite to wipe away clutter en masse.
By starting a junk removal business, you can tap into this growing demand and build a flexible business with ongoing revenue.
If you find someone else who took on the heavy lifting of launching the company, you can bypass a lot of startup challenges and jump right into cashflow territory.

Why Buy a Junk Removal Business Instead of Starting One?

Key Statistics of the Junk Removal industry

• The US waste collection industry is valued at nearly $60 billion. IBIS World
• Professional junk removal services cost $100 to $800 per truck load in 2019 Step by Step Business
• Startup Costs for a junk removal business range between $7,550 - $16,100 Step by Step Business
• The market size in the US has grown 2.4% per year on average between 2017-2022 IBIS World
• The average American produces five pounds of solid waste per day EPA

Junk removal businesses have a lower barrier to entry than plenty of other company types, but they do present some challenges for an entrepreneur.
If there’s a lot of competition in the area, it’s hard to establish a reputation for junk removal services. If you buy instead, you can build on the word of mouth and online reviews associated with the first company.
Trying to figure out pricing for junk removal? Challenging for newbies.
You need to factor in gas costs, your time spent driving to, collecting, and away with the junk, and whatever you get charged to purge it.
If you offer a lowball price to potential customers, you’ll lose money. Go high, and they’ll walk.
And, as a new business, you need to acquire permits to work with a local landfill or transfer station. In other words, you need somewhere to dump your junk.
An existing business transfers over those relationships and permits to you right away.
Plus, buying a business like this is within your reach. BizBuySell, for example, sorts for-sale businesses into categories, with dozens of them for sale at any given time.
You can also score junk and waste removal businesses on sites that list off-market deals, like BizScout. Full disclosure: We own BizScout, but it’s a great platform for entrepreneurs to find their next business.
If you find something of interest, you can use seller financing to get better terms in the deal, too, without the limits of traditional bank or business loans.
But if your heart’s still set on building your own thing, follow these steps to get in on the game.

1. Research Your Market

Who do you plan to serve? What will you offer them? At what price point is junk removal profitable for you and a must-do for your customers?
Gauge local demand by looking at existing junk hauling solutions.
In many cases, you’ll find that these companies don’t use digital marketing or software to reach their market. That’s a missing puzzle piece you can take advantage of later in the startup process. But for now, it can complicate your research since you won’t be able to investigate customer reviews.
As a new junk hauling business owner, you need to know the primary questions and concerns of your clientele. Ask neighbors and friends what they’ve stored that they’d like to dump.
You might discover ways to claim a niche and win the majority of business in your area by talking to people and finding their unmet needs.
In general, junk haulers take almost anything (except really out-there things like chemical waste). These junk experts fill a gap since most donation centers and landfills won’t take all kinds of trash.
For example, how do you dispose of a hot tub? An appliance? Construction debris? Mattresses? Old exercise equipment?
You need to research how your municipality handles these kinds of junk so you can dispose of it in a safe and legal way.
This is the first big advantage of buying someone else’s junk hauling business. Sure, the old owner may not have modern operations or marketing, but they understand their market and the rules. You can ask them to teach you everything they know during the transition period.

2. Create a Business Plan

Your business plan takes what you learned in market research and combines it with other important details, like:

1. Your executive summary (Who are you? What do you offer?)
2. A market analysis (What is the need?)
3. Your marketing strategy (Who will you help? How will you reach them?)
4. Your financial plan (What money do you need?)

A business plan for a junk hauler can be simple, but that doesn’t mean they’re easy to make. You’ll still need to put thought and effort into it.
When you buy an established junk hauler, you’ll be able to modify a business plan that the market has already tested. You can see what worked, what didn’t, and where to go from there.

3. Get Your Legal Paperwork Out of the Way

Choose a business name first. Check your secretary of state registry and online directories to make sure no one else uses that name. Then, file as a business with the secretary of state. You’ll also need to declare if you’ll operate as a sole proprietor, a limited liability company, or a corporation. Certain states require a junk hauler permit and license, including:

• California
• Illinois
• Massachusetts
• New Jersey
• New York
• Texas
• Virginia

As you research what’s needed, get quotes for a few types of insurance, too. If you hire employees, you must obtain workers’ compensation insurance.
Outside of that, most junk haulers need at least general liability coverage and car insurance for the company vehicle, too.
Buying an established business can cut out some of the legal red tape. You can transfer the existing permits and insurance policies into your name when you buy from someone else.

4. Finance Equipment and Vehicles

Pro Tip:
Buy all of the equipment you need, and mitigate risk by buying someone else's established business instead of starting new.
Use seller financing.
Negotiate the terms where you pay the previous owner a down payment and then pay the rest out of your profits over time.
The financial section of a successful junk removal business plan lays out the necessary equipment and vehicles you need to start working.
At a minimum, get:

• Garbage bags
• Tarp
• Ropes
• Shovels
• Work gloves
• Trailer
• Truck

A dump truck holds more, which works out well for bigger jobs, but they’re expensive, and you’ll need a commercial driver’s license.
You can do just fine on smaller gigs with a pickup truck and a trailer. But you’ll limit the income you can make to small jobs.
Buying either type of truck used keeps startup costs down, so you can recoup profits faster.
But, if you find someone else’s junk hauler biz for sale, you can work this equipment into the deal.
And you can get it on better terms than a loan or credit through seller financing. You can negotiate terms where you pay the previous owner a down payment and then the rest out of your profits over time.

5. Set Your Service Packages and Pricing

Most junk haulers price based on one of two methods:

• Per hour
• Per load.

But you can do more than just take items to the dump. You might add special rates for things like:

• Recycling
• Taking items to donation centers
• Handling hazardous waste removal

You’ll need a license for the last one in some locations, but hazmat work is lucrative.
Junk removal rates fall on a wide range from $100 to $800 a load, so scope out pricing in your region before you start your business. Compare this with any disposal or weight-based fees you’ll pay at a dump or other location.
To make sure you have the space for each haul, ask for texted pictures and a list of the various items.
If you have multiple vehicles, you might send out more than one for big jobs or try to coordinate pickups in specific neighborhoods around the same time.
You can offer semi-annual stops or special price promotions, such as coinciding with spring cleaning or helping people eliminate yard waste before winter comes.
If you buy instead of build, review and update pricing based on what you learn in your market research.

6. Market Your New Business

To get the word out there, create flyers and business cards with your new business name, logo, and contact information. Share this with friends and family since there’s a good chance one of these people will give you the first gig (and your first review, too!).
You can advertise online and offline successfully with a junk hauling business.
Make sure you create an online presence with a Google Business Profile, a website optimized for local SEO, and social media platforms with your contact details.
Tons of small-time junk haulers skip out on digital marketing. That’s a huge hole in your competitors’ tactics when you consider that people turn to the internet first when they need a service.
As you earn business, ask for reviews. It’s one of the most important ways to show credibility and to win new business.
In your reviews and general marketing, show people what you do and discuss the benefits of eliminating things. Many people buried in stuff may not realize that help is just a phone call away.
Clutter can cause anxiety, so leverage marketing opportunities to discuss the outcome of your services (freed up space, both mental and physical!).
If you buy a junk hauling business outright, you may need to revisit the marketing plan to capitalize on new opportunities. But you’ll start out with a customer base that’s already familiar with the business.

7. Hire and Train Your Staff

With just one vehicle, you can probably run a decent junk hauling business.
But do you want to spend the rest of your days hunting through trash and treasure?
Start hiring with one part-time assistant. Over time, you can train them into the role to handle estimates, scheduling, and even hauling items if you want.
Build a great company culture that entices your staff to stay on for the long haul. If you’re intentional with your hiring strategy, you can step out of the business and let others run the day-to-day.
If you make an offer on a current junk removal company, you can bring over the staff into your venture. This cuts down on your own launch timeline.
And it allows you to take on more than 1 job a day from the beginning. More jobs, more opportunities for making a profit!

8. Get a Good Grip on Operations

It’s easy enough to run a junk hauling business without any fancy tools.
But you can deliver a better customer experience (and your mental health) by investing in software that makes life easier.
For example, accounting software that makes invoicing easy and records all incoming and outgoing money to simplify tax time for you.
Or look into software for scheduling and route planning like Hauler Hero to minimize your carbon footprint and operate as efficiently as possible. (BTW, being a green junk hauler would be a badass niche in the right location.)
Of course, keep up to date with the staff and any rules at the recycling centers and landfills where you do business.
By staying on the cutting edge, you can share this information with your customers first and price your services accordingly.
If you buy someone else’s junk removal biz, you may need to introduce software to keep things efficient, but you’ll benefit from existing tools and relationships.

Next Steps: Growing Your Junk Removal Business

Growth and expansion feel far off when there’s so much to do just to start a new company. Plan for a long future in the business from day one so you’re ready to build it into something bigger down the road.
If you buy an existing junk removal business, you’ll start at the growth phase.
With an established reputation, it’s not hard to branch out into neighboring regions. You could also add complementary services like lawn mowing, landscaping/leaf removal, tree removal, or gutter cleaning.
With more to offer, you’ll earn more per customer and earn a reputation as a leader in home or cleaning services.

Jumpstart Your Junk Removal Empire

We’ve all been there: the slow accumulation builds into an unmanageable pile of stuff you no longer want or need.
A junk removal business idea is so simple you might think it can’t work.
But the junk removal industry is on fire these days as more people want to get rid of things without having to do the hard work on their own.
By starting a junk hauling business, you can give homeowners more peace of mind and better use of their space while earning a nice profit for yourself. You can start small and then expand with additional vehicles, staff, or territory.
While you can start on your own, buying a junk hauling business is still the better option. It will cut down on startup issues and help you build on an existing brand, meaning you get to a comfortable cashflow far sooner than going your own way.

I have a very simple plan. I want to put a 15.5 gallon kegerator on the back of a golf cart. I plan on parking outside a local collage with lots of traffic. I’m going to be selling cold brew only (pre made by a local coffee company) in one size 12 ounce cup. The idea being I only need a keg and nitro tank to do this. I don’t even need a cooler because the nitrogen cools the coffee. The goal is to get the cup out the door at $4 each per customer. Right now the keg breakdown is roughly $2.28 per cup. Curious, what you think of this rough plan. Do you think my cost to profit would work and not be a waste of time?
I can afford about $2000 max for the golf cart set up. I think I can pull this off because I can do a lot of the painting and small repairs myself. Max coffee in keg my cart could carry for now would be 169 12oz cups. Good idea? Be brutal
[post edited with rough chat GPT pitch]

1. Executive Summary: Our plan is to transform a golf cart into a mobile coffee cart, resembling an old-timey food truck, and park it outside a local college near a busy train station. The cart will exclusively sell pre-made cold brew coffee in 12-ounce cups, sourced from Stumptown Coffee Roasters. The primary advantage of this setup is the use of a 15.5-gallon kegerator and nitro tank, eliminating the need for a cooler as the nitrogen cools the coffee. Our goal is to sell each cup for $4, with a target of selling 2028 ounces of coffee per day. We aim to provide a unique and convenient coffee experience to the college community and commuters.
   
2. Business Description: 2.1 Product and Service Offering: Our coffee cart will serve exclusively cold brew coffee in 12-ounce cups. The coffee will be sourced from Stumptown Coffee Roasters, ensuring high-quality and delicious coffee for our customers. The use of a kegerator and nitro tank will provide a smooth and refreshing experience.
   

2.2 Target Market: Our primary target market includes college students, faculty, and staff, as well as commuters passing through the local train station. These individuals are often on the go and seek a quick and convenient caffeine fix. By parking near the college and train station, we aim to capture a significant portion of this market.

1. Market Analysis: 3.1 Industry Overview: The coffee industry is a thriving and profitable sector. Cold brew coffee has gained popularity in recent years due to its smooth taste and lower acidity. This presents an opportunity for us to tap into a growing market segment and differentiate ourselves by offering a unique mobile coffee experience.

3.2 Competitor Analysis: While there may be other coffee shops and food trucks in the area, our mobile coffee cart offers a distinct advantage in terms of convenience, mobility, and the novelty of a kegerator on a golf cart. By focusing solely on cold brew coffee and offering a limited menu, we can streamline operations and provide a specialized product.

1. Marketing and Sales Strategy: 4.1 Branding and Positioning: We will create a brand identity that reflects the nostalgia of an old-timey food truck, with eye-catching signage and a visually appealing design. By positioning ourselves as a mobile coffee cart, we can target customers who value convenience and unique experiences.

4.2 Pricing Strategy: Our pricing strategy is to sell each 12-ounce cup of cold brew coffee for $4. This price point allows us to cover the cost breakdown of approximately $2.28 per cup, ensuring a reasonable profit margin.
4.3 Promotion and Advertising: To generate awareness and attract customers, we will leverage various marketing channels. This includes social media advertising, flyers and posters around the college campus, and collaborations with local events or organizations. Additionally, we will offer special promotions and discounts to incentivize repeat business and build customer loyalty.

1. Operations Plan: 5.1 Equipment and Setup: With a budget of $2000, we will repurpose and restore a golf cart to resemble an old-timey food truck. This includes repainting, small repairs, and installing the 15.5-gallon kegerator and nitro tank system. By utilizing our skills and resources, we aim to keep costs low while maintaining a visually appealing and functional setup.

5.2 Inventory and Supply Chain Management: We will establish a partnership with Stumptown Coffee Roasters to ensure a regular supply of high-quality cold brew coffee. The kegs and nitro tanks will be regularly replenished to meet the demand of our target market.

1. Financial Projections: 6.1 Cost to Profit Analysis: Based on the current keg breakdown of $2.28 per cup, selling each cup for $4 will provide a profit margin of approximately $1.72 per cup. With a goal to sell 2028 ounces of coffee per day, the estimated daily revenue would be $290.68 a day. However, it is important to note that additional costs such as marketing, maintenance, and overhead expenses should be considered.

6.2 Break-Even Analysis: To determine the break-even point, we need to analyze the fixed and variable costs associated with the business. This includes equipment costs, coffee supply, marketing expenses, and operational costs. By calculating the break-even point, we can assess the feasibility and profitability of the business.

1. Conclusion: Overall, the plan to transform a golf cart into a mobile coffee cart and sell cold brew coffee has significant potential. With a well-defined target market, unique selling proposition, and strategic positioning, we believe this venture can be successful. The affordability of the setup and your ability to handle painting and small repairs yourself will help keep initial costs low. However, it is important to conduct further research and analysis to validate the financial projections and ensure the business is sustainable

Hello Everyone!

With the official servers for ArcheAge closing soon, many of the remaining players are looking for alternatives to continue playing. I've put together a detailed introduction to features as well as rumored controversies for both ArcheRage and ArcheAge Classic. This will be done in hopes that you can make an informed decision on which server to play on. Whether your a veteran of the game or a curious newcomer I hope to provide a in-depth explanation of both servers features and their issues based on what I have learned or heard. Please be aware that all of the information included in this post will not be updated and is from my interpretation of both servers. If you have anything to add or refute please provide it in the comments below so readers can form their own opinions.

ArcheRage

Pros:

• Server is well developed and has an experienced team working on custom content consistently.
• Currently on a patch that will be familiar to ArcheAge Unchained and new official server players 8.0.
• Donations are not mandatory and all cash shop items can be purchased for gold (similar to apex)
• Custom Content:
  • Several quest lines that are well fleshed out with unique mechanics and rewards. (5 chapters)
  • Custom mounts, pets and gliders.
  • Custom housing and décor.
  • Staff host player ran events. (Gladiator tournaments)
  • Custom Zone with worthwhile rewards
• Increased rates:
  • 2x Growth time
  • 5x Experience
  • 2x Production time
  • 4x Labor regen
  • 2x Honor
• All gear is much easier to progress
  • Decreased experience requirements
  • Increased Awakening chance
  • Decreased Crystallization chance.
• Support Pack for new players and a Returning player pack.
• Account Purchasing System.
• Administration has no ties to the player base as they are RU. Unlikely to experience favoritism.
• Open to feedback and suggestions (Previously this was a major issue)
• EU and NA boss spawns.
• Active forums with staff run events.
• Well developed Anti-Cheat
• Staff run Wiki that pulls data directly from their custom database. (ArcheAge Codex for their version)
  • Players contribute images of different items to add to the database.

Cons:

• While the server has increased rates and gearing is much faster but it is still very P2W. Credits can be sold to other players for gold.
• Admins are RU and this can lead to misunderstandings during both ticketing and normal dialogue.
• Account Purchasing System is primarily used for players to RMT accounts.
• Important cash shop items are introduced to the game via RNG boxes but are tradeable.
• Donations have to be done via crypto or via a player made solution.
• Anti-Cheat is intrusive
• Accused of selling gold to players.
• No referral system.

ArcheAge Classic

Pros:

• Server is currently on a nostalgic 3.0 patch
• Increased Rates
  • 2x Experience
  • 4x Labor Regen
  • 10,000 Labor pool (Usually 5k in this patch)
  • PvP Honor x4, PvE and Quest honor x2
• Custom Content
  • Custom quests that teach new players to participate in word bosses.
  • Mounts are gained by doing custom quests.
  • New World boss and Event.
  • Gliders are obtained via crafting.
• Quality of Life Changes
  • Replanting Feature.
  • Commerce and Fishing cost 2x labor but return 2x rewards.
  • Ship components can be salvaged into scraps and crafted into any other component.
  • Obsidian crafting materials are unbound.
  • Custom buffs that require different proficiencies.
• Support Pack for new players.
• Open to custom content suggestions.
• EU and NA boss spawns.
• Cash Shop is primarily filled with cosmetic items. (see cons)
• Player made Wiki where anyone can contribute.
• Referral System is automatic

Cons:

• Administration is unprofessional.
  • Spawned in items for a particular group and never addressed it properly.
  • Actively insults players, especially common in the servers earlier months during turbulent times.
  • Player Helpers in the past have leaked private information leading to advantages for certain players.
    • Private discord Siege Bids.
• Large changes are typically unpolished when released.
• Deadlines are missed frequently.
• You must link your discord account to your game account.
• Anti-Cheat does not prevent cheaters and is intrusive.
  • Stealth hacking, Flying, Land Grabbing and Radars still work.
• Ticketing system is only done via discord.
• Cash shop has had items such as Cow Karts and Hello Kitty car introduced that include trade pack slots.
• There is no opportunity to buy cash shop items through in-game means.
• Race transformations are disabled.
• Depreciated forums with little to no activity.
• Owning land has little value due to the state of the economy.
  • Items sell slowly and/or have low value in comparison to effort due to other more profitable custom labor dumps.
• Stat costumes were not released at launch and delayed with the intention of a new system being implemented.
  • New System was never added and players stacked synthium shards until it was randomly released.