#sf-23 belongs in the trash

[il-predestinato]

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[siva3155]

300+ TOP VEHICLE MANAGEMENT Objective Questions and Answers

VEHICLE MANAGEMENT Multiple Choice Questions :-

1) What organization must determine if a solid waste is hazardous as defined in regulations? A. State agency charged to conduct tests. B. Agency that generated the solid waste. C. Trash collection agency that picks it up. D. Environmental Protection Agency (EPA) Ans: B 2) What should be used to submit a request for non-stock listed items? A. AF Form 2413, Supply Control Log B. AF Form 2005, Issue/Turn-in Request C. DD Form 1348-6, DoD Single Line Item Requisition System Document D. AF Form 1348-1A, DoD Single Line Item Requisition System Document Ans: C 3) What documents are used for renting or leasing vehicles A. GPC and BPA B. SF 44 and BPA C. AF Form 9 and GPC D. AF Form 9 and SF 44 Ans: C 4) The OPEN EXCESSIVE TIME will print on the PCN SB004-018, Work Order Master File Status report on work orders that are open A. 20 days or more. B. 10 days or more. C. less than 20 days. D. less than 10 days. Ans: A 5) The PCN SB004-025, Accident/Abuse and Uneconomical Repair work order report is produced and available for printing A. immediately upon closing a work order that meets the criteria. B. after end of day processing on work orders closed that day and meets the criteria. C. when requested using the OLVIMS ZD option. D. whenever an accident,abuse,or one-time repair work order is removed from the work order master file Ans: D 6) The section of the wind that is the single point of contact for deployment planning is ... A. Readiness. B. War Readiness. C. Squadron Readiness. D. Contingency Planning and Training. Ans: D 7) What work order number is used to replenish high cost bench stock? A. J9997 B. J9998 C. L9999 D. H8888 Ans: D 8) Where can you find specific duties and responsibilities of vehicle management? A. AFI 23-302 and TO 36-1-191 B. AFI 23-302 and AFMAN 36-191 C. AFI 24-302, AFI 24-307, and AFI 36-191 D. AFI 24-302, AFI 24-303, and AFI 24-310 Ans: A 9) The report that gives you a picture of the month-to-date VDM-VDP-VOC is the A. PCN SB004-006, Daily Suspect Report. B. PCN SB004-115, Automated Analysis Report. C. PCN SB004-Vehicles in Commission Report. D. PCN SB004-032, Vehicle Management Report. Ans: C 10) If a vehicle shoes overdue preventive maintenance by mileage, you should A. have the vehicle report immediately to the shop for inspection. B. set an appointment date and forward the report to the vehicle control officer C. process the daily fuels transaction and reprocess the scheduled maintenance report D. verify mileage,update the OLVIMS and reprocess the scheduled maintenance report. Ans: D

VEHICLE MANAGEMENT MCQs 11) Which of the following is a goal of an effective operator's care program? A. Control the fleet's operating cost B. Support the vehicle control program C. Have the fleet in as new a condition as possible D. Ensure vehicles are available to meet mission requirements Ans: D 12) It is more cost effective to contract than repair in-house repairs A. requiring specializes tools B. that are infrequently done C. required special training D. that are complicated Ans: B 13) The primary responsibility for managing the delayed maintenance file belongs to A. materiel control B. the work center supervisor C. the vehicle fleet manager D. vehicle management and analysis Ans: D 14) Which flight manages air terminal operations for non-Air Mobility command bases? A. Readiness. B. Distribution. C. Cargo Movement. D. Material Management. Ans: A 15) When conducting the delayed file reconciliation, you should A. install all completed parts on vehicles B. ensure correct bin locations are established C. check preventive maintenance requirements D. inform the vehicle control officer of parts status Ans: B 16) What is considered critical to reducing energy dependency? A. Recycling. B. Rationing. C. Raise prices. D. Conservation. Ans: D 17) What does a "due-in" show? A. A local purchase request B. A "zero balance" condition C. Source owes the supply system the requested item D. Supply owes a customer the requested item Ans: C 18) As a rule, you lease vehicles for periods of over one year only to A. fill validated authorizations B. establish vehicle authorizations C. satisfy emergency requirements D. supplement as a reserve vehicle data Ans: A 19) Warranty corrections for American made vehicles used overseas are normally done by... A. local garages B. the manufacturer C. vehicle management D. contract support agreements Ans: C 20) A Vehicle involved in an accident should be turned-in to the shop after... A. the safety office is briefed B. it has been thoroughly cleaned C. it has been reported to the proper authorities D. a surveying officer is done with the investigation Ans: C 21) Which flight is the single wing authority for receiving, inventorying, shipping, and storing supplies and equipment? A. Readiness. B. Cargo Movement. C. Materiel Management. D. Management and Systems. Ans: C 22) What personnel fall under the Operations Management section? A. Commander and First Sergeant B. Commander and command support C. Maintenance and Operations Manager D. Operations Officer and Logistics Manager Ans: D 23) What is one of the biggest mistakes made by shop personnel when they repair a tire? A. Not having the right size replacement tire. B. Fail to remove the valve core to deflate tire. C. Stripping lug nuts while removing tire from vehicle D. Not making sure another vehicle operator is present to help. Ans: B 24) What vehicles are not included when conducting vehicle rotation analysis? A. Non-registered equipment. B. GSA and other leased vehicles. C. Only vehicles with low mileage. D. Only vehicles with high mileage. Ans: B 25) Request written support from the host MAJCOM when rental or lease of vehicles exceed A. 60 days B. 90 days C. 180 days D. 365 days Ans: A 26) Who is responsible for placing a vehicle in serviceable status if it was received in unserviceable condition? A. Item manager B. Major command C. Shipping activity D. Receiving organization Ans: C 27) A benefit of controlling work flow is A. decreased shop direct labor rates B. increased productive labor hours C. reduced scheduled maintenance intervals D. increased vehicle out of commission rate Ans: B 29) The delayed code not represented in the summary of the Delayed Maintenance Report, because it represents labor not performed by the vehicle management is A. A B. F C. L D. G Ans: D 30) The Vehicle Management Index file is used to find the A. vehicle manufacturer. B. assigned management code C. assigned registration number D. vehicle identification number. Ans: B VEHICLE MANAGEMENT Objective type Questions with Answers 31) The odometer/hour meter Reconciliation list (PCN 064) is programmed to be produced after how many days? A. 30 B. 45 C. 50 D. 55 Ans: D 32) Which individual is designated by commanders to have watchful responsibility of government property? A. Shop supervisor B. Property custodian C. NCOIC, Materiel Control D. NCOIC, Vehicle Management and Analysis Ans: B 33) While OLVIMS is in "Dual Month Status", VM&A will A. input quarterly Halvorsen data. B. review the Work Order Master File (PCN 18) C. input indirect employee time for the current month. D. review the refund and reimbursable monthly cost. Ans: B 34) Indicator 02, Average Cost per Mile Admin, on the PCN SB004-115, Automated Analysis Report, shows the cost for vehicles with which code in the management code and an M or K in the MHUK code? A. B or F B. C or F C. B or C D. F or P Ans: A 35) Due-in from maintenance assests are those items with an expendability, repairability, recoverability code designator of... A. XA B. XB C. XF D. XI Ans: C 36) What can vehicle management personnel do to reduce hazardous waste generated in the shop? A. Minimize parts cleaning and degreasing. B. Reduce scheduled maintenance intervals. C. Tell Base Supply to buy less hazardous materials. D. Institute stiff punishment for violation of EPA laws. Ans: A 37) Who performs waste fuel management and leak detection measures for the flight? A. fuels operations. B. Cryogenic production C. Compliance and environmental. D. Fuels information service center. Ans: C 38) What is a measure taken by general consent to be a basis for comparison? A. Goal. B. Process. C. Program. D. Standard. Ans: A 39) The part or section of a table chart you use to clarify an important point is the A. stubs B. legend C. subtitle D. footnote Ans: D 40) The PCN 49, Warranty Part Information Report, lists parts warranty information input into online vehicle interactive management system with which of the following transactions? A. JZ and PZ B. JZ and MZ C. PZ and NZ D. NZ and MZ Ans: A 41) Which of the following is considered intermediate maintenance? A. Washing and waxing a vehicle B. Complete overhaul of a firetruck C. Lubrication, oil and filter change D. Serving of fuel , oil and hydraulic reservoirs Ans: C 42) The employees required to have an employee master record in OLVIMS are A. vehicle operations dispatchers. B. vehicle maintenance technicians only. C. all vehicle operators and maintenance technicians. D. driver testers not funded by the Logistics Readiness Squadron. Ans: A 43) Action warranty reports must be transmitted within how many days of discovery? A. 3 B. 7 C. 10 D. 15 Ans: D 44) What is the first step in developing a long-range scheduled maintenance plan? A. Check with using organizations B. Determine mission requirements C. Make a schedule by shop or team D. Determine the number of vehicles per month Ans: C 45) Why are containers of hazardous waste placed on pallets? A. To reduce corrosion. B. To easily mark labels. C. For easier ground collection. D. To expedite ground pick-up. Ans: A 46) Who normally assigns the dificiency report control number? A. action point B. support point C. screening point D. originating point Ans: D 47) What step within the analysis process works in conjunction with research? A. Identify. B. Investigate. C. Recommend. D. Problem solving. Ans: B 48) The objective of an effective corrosion control program is to .... A. protect and enhance the AF image B. attain established standards of excellence C. support the "top wheels" beautification program D. help assure the vehicle reaches its programmed life expectancy Ans: D 49) What is the best definition of a hazardous waste generator? A. Sanitary landfills. B. Dealers of the hazardous material. C. Any facility accumulation the waste. D. Anyone who first produced the waste. Ans: D 50) Who has final approval for long-term vehicle lease requests? A. Major commands B. General Services Administration C. Warner-Robins Air Logistics Center D. Headquarters United States Air Force Ans: A 51) What is the warranty period for all depot overhauled vehicles? A. 12 months/12,000 mi B. 15 months/ 12,000 mi C. According to specific contract specifications D. According to commercial manufacturer warranties Ans: C 52) The PCN SB004-029, Employee Master List, A. provides a means to see how labor utilization is doing. B. shows direct labor hours on a WJ job closed work orders. C. is used to analyze how well employees document their time. D. gives you the average hourly wage rate for a military employee. Ans: D 53) AFOSH Standard 91-38, Hydrocarbon Fuels, defines a hydrocarbon fuel as any substance that vaporizes and burns... A. at a set temperature. B. for 30 seconds or less. C. in the presence of oxygen. D. in the presence of nitrogen. Ans: C 54) The recommended interval for updating the OLVIMS with the TO 1301.FTM file is A. 1 month B. 3 months C. 6 months D. 12 months Ans: C 55) Deficiency reports are submitted to the appropriate agency using... A. MS Outlook messaging B. MS Office software C. Deficiency reports and mail system D. online vehicle interactive management system materiel deficiency report program Ans: C 56) OLVIMS special inspection data (35AA through 35AC) can only be input from which transactions? A. BC B. BM C. BS D. WW Ans: B 57) The information needed to develop the mission essential level is A. a priority buy analysis B. vehicle authorizations C. vehicle replacement codes D. vehicle identification numbers Ans: B 58) The primary responsibility of vehicle maintenance is to maintain all vehicles that ... A. cost over $10,000. B. are assigned to the installation. C. are non-appropriated fund motor vehicles. D. bear USAF registration number regardless of cost. Ans: D 59) What date must be entered on the "AZ" transaction to adjust the vehicle master record based "actual mileage" based on information from the PCN 64? A. Date of the PCN 64 report B. Date the input transaction was made C. Date the report was received from users D. date odometer was read provided by the user Ans: D 60) The transaction used to initially load a high cost bench stock item in the OLVIMS is A. EZ B. PZ C. QZ D. VZ Ans: A VEHICLE MANAGEMENT Questions and Answers pdf Download Read the full article

[nahoo883]

Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $45 million revenue run rate from renting out 900 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 150 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan has joined Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, I bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator’s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

“Zeus has been instrumental for my company to start the process of re-location to the Bay Area and to host our visiting employees from abroad now that we are settled” writes Zeus client Meitre’s Luis Caviglia. “I particularly like the ‘hard truths’ featured in every property, and the support we have received when issues arose during our stays.”

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Stays over 30 days made up 15 percent of Airbnb’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

Zeus’ property unit growth

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus.

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”

from TechCrunch https://ift.tt/2HBTJbq via IFTTT from Blogger https://ift.tt/2JicvGY via IFTTT

[readersforum]

Zeus raises $24M to make you a living-as-a-service landlord

New Post has been published on https://www.readersforum.tk/zeus-raises-24m-to-make-you-a-living-as-a-service-landlord/

Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $45 million revenue run rate from renting out 900 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 150 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan has joined Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, I bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator’s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

“Zeus has been instrumental for my company to start the process of re-location to the Bay Area and to host our visiting employees from abroad now that we are settled” writes Zeus client Meitre’s Luis Caviglia. “I particularly like the ‘hard truths’ featured in every property, and the support we have received when issues arose during our stays.”

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Stays over 30 days made up 15 percent of Airbnb’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

Zeus’ property unit growth

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus.

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”

[toomanysinks]

Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $45 million revenue run rate from renting out 900 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 150 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan has joined Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, I bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator’s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

“Zeus has been instrumental for my company to start the process of re-location to the Bay Area and to host our visiting employees from abroad now that we are settled” writes Zeus client Meitre’s Luis Caviglia. “I particularly like the ‘hard truths’ featured in every property, and the support we have received when issues arose during our stays.”

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Stays over 30 days made up 15 percent of Airbnb’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

Zeus’ property unit growth

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus.

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”

source https://techcrunch.com/2019/03/15/zeus-corporate-housing/

[fmservers]

Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $40 million revenue run rate from its target 30 percent margin on renting out 800 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 100 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan will join Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, a bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator��s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Airbnb For Work made up 15 percent of the unicorn’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”

Via Josh Constine https://techcrunch.com

[il-predestinato]

the car is shit because it doesn’t have a strong front (like the f1-75 did @ the start of 2022), and they can’t change the chassis because of the cost cap. it’s too expensive. so we’re stuck with the chassis binotto & co. designed to suit carlos’ driving style (re: understeer). i know they’ve tried to add some aero-related pieces to strengthen the front in their development (e.g., new diffuser, front flap, etc.). which is why charles was feeling a little more like his old self yesterday and carlos fell off a bit. i’m so ready for the 2024 car since they’ve said they’re designing it toward charles’ driving style (oversteer, fast). hope they can deliver for him. 🙏🏼🙏🏼🙏🏼 he deserves a great car!

I truly have no words...

Charles did a great Q3 lap. Drove on the edge a few times in sector 2, and then the rear just... doesn't respond in sector 3. And his lap time is nowhere as a result. He really could have done nothing more. The SF-23 truly belongs in the trash. Absolutely disgrace of a car.

What's worse is this disgrace of a team, who developed the fast pointy F1-75 into an understeer tractor AND stopped development early to focus on the SF-23 (LMAO), an even worse understeer tractor that they now can't develop out of a wet paper bag. They need to bin their organizational philosophy, bin a perpetually feckless strategy team (notice how this season Merc always finishes where they deserve by just ... you know, behaving normally?), bin their useless second driver who at best gives bad data (Silverstone tire wear) and at worst does everything to undermine their fastest driver (Silverstone quali, Austria race, Monaco quali, Australia quali, Saudi race - weaving, Silverstone 2021 race - shoving off the track, etc. I can't even keep tabs anymore, it's actually getting comical) while politicking car development into the midfield.

I'm constantly mind blown this team cannot do simple math. To win WDC/WCC, you don't need both drivers to be comfortable, you don't need your drivers to finish 1-2, YOU NEED YOUR FASTEST DRIVER TO FINISH P1. The points difference between P1 and P2 is fucking enormous. As long as you make a car that CHARLES can win in, it doesn't matter if his teammate is P3, P4, etc. (or if you're special like Perez, DNF in FP1 and then P9).

There's talent in the team. Charles is generational. I think Vasseur is trying to do right, but dear god - there's a reason Schumacher was so successful. He had the political sway and brought in his own people to absolutely GUT Ferrari over several years and turned it into something unrecognizable. To win with Ferrari, you must first disrespect and destroy Ferrari.

[readersforum]

Zeus raises $24M to make you a living-as-a-service landlord

New Post has been published on https://www.readersforum.tk/zeus-raises-24m-to-make-you-a-living-as-a-service-landlord-2/

Zeus raises $24M to make you a living-as-a-service landlord

Cookie-cutter corporate housing turns people into worker drones. When an employee needs to move to a new city for a few months, they’re either stuck in bland, giant apartment complexes or Airbnbs meant for shorter stays. But Zeus lets any homeowner get paid to host white-collar transient labor. Through its managed ownership model, Zeus takes on all the furnishing, upkeep, and risk of filling the home while its landlords sit back earning cash.

Zeus has quietly risen to a $45 million revenue run rate from renting out 900 homes in 23 cities. That’s up 5X in a year thanks to Zeus’ 150 employees. With a 90 percent occupancy rate, it’s proven employers and their talent want more unique, trustworthy, well-equipped multi-month residences that actually make them feel at home.

Now while Airbnb is distracted with its upcoming IPO, Zeus has raised $24 million to steal the corporate housing market. That includes a previous $2.5 million seed round from Bowery, the new $11.5 million Series A led by Initialized Capital whose partner Garry Tan has joined Zeus’ board, and $10 million in debt to pay fixed costs like furniture. The plan is to roll up more homes, build better landlord portal software, and hammer out partnerships or in-house divisions for cleaning and furnishing.

“In the first decade out of school people used to have two jobs. Now it’s four jobs and it’s trending to five” says Zeus co-founder and CEO Kulveer Taggar. “We think in 10 years, these people won’t be buying furniture.” He imagines they’ll pay a premium for hand-holding in housing, which judging by the explosion in popularity of zero-friction on-demand services, seems like an accurate assessment of our lazy future. Meanwhile, Zeus aims to be “the quantum leap improvement in the experience of trying to rent out your home” where you just punch in your address plus some details and you’re cashing checks 10 days later.

Buying Mom A House Was Step 1

“When I sold my first startup, I bought a home for my mom in Vancouver” Taggar recalls. It was payback for when she let him remortgage her old house while he was in college to buy a condo in Mumbai he’d rent out to earn money. “Despite not having much growing up, my mom was a travel agent and we got to travel a lot” which Taggar says inspired his goal to live nomadically in homes around the world. Zeus could let other live that dream.

Zeus co-founder and CEO Kulveer Taggar

After Oxford and working as an analyst at Deutsche Bank, Taggar built student marketplace Boso before moving to the United States. There, he co-founded auction tool Auctomatic with his cousin Harjeet Taggar and future Stripe co-founder Patrick Collison, went through Y Combinator, and sold it to Live Current Media for $5 million just 10 months later. That gave him the runway to gift a home to his mom and start tinkering on new ideas.

With Y Combinator’s backing again, Taggar started NFC-triggered task launcher Tagstand, which pivoted into app settings configurer Agent, which pivoted into automatic location sharing app Status. But when his co-founder Joe Wong had to move an hour south from San Francisco to Palo Alto, Taggar was dumbfounded by how distracting the process was. Listing and securing a new tenant was difficult, as was finding a medium-term rental without having to deal with exhorbitant prices or sketchy Cragislist. Having seen his former co-founder go on to great success with Stripe’s dead-simple payments integration, Taggar wanted to combine that vision with OpenDoor’s easy home sales to making renting or renting out a place instantaneous. That spawned Zeus.

Stripe Meets OpenDoor To Beat Airbnb

To become a Zeus landlord, you just type in your address, how many bedrooms and bathrooms, and some aesthetic specs, and you get a monthly price quote for what you’ll be paid. Zeus comes in and does a 250-point quality assessment, collects floor plans, furnishes the property, and handles cleaning and maintenance. It works with partners like Helix mattresses, Parachute sheets, and Simple Human trash cans to get bulk rates. “We raised debt because we had these fixed investments into furniture. It’s not as dilutive as selling pure equity” Taggar explains.

Zeus quickly finds a tenant thanks to listings in Airbnb and relationships with employers like Darktrace and ZS Associates with lots of employees moving around. After passing background checks, tenants get digital lock codes and access to 24/7 support in case something doesn’t look right. The goal is to get someone sleeping there in just 10 days. “Traditional corporate housing is $10,000 a month in SF in the summer or at extended stay hotels. Airbnb isn’t well suited [for multi-month stays]. ” Taggar claims. “We’re about half the price of traditional corporate housing for a better product and a better experience.”

Zeus signs minimum two-year leases with landlords and tries to extend them to five years when possible. It gets one free month of rent as is standard for property managers, but doesn’t charge an additional rate. For example, Zeus might lease your home for $4,000 per month but gets the first month free, and rent it out for $5,000 so it earns $60,000 but pays you $44,000. That’s a tidy margin if Zeus can get homes filled fast and hold down its upkeep costs.

“Zeus has been instrumental for my company to start the process of re-location to the Bay Area and to host our visiting employees from abroad now that we are settled” writes Zeus client Meitre’s Luis Caviglia. “I particularly like the ‘hard truths’ featured in every property, and the support we have received when issues arose during our stays.”

At Home, Anywhere

There’s no shortage of competitors chasing this $18 billion market in the US alone. There are the old-school corporations and chains like Oakwood and Barbary Coast that typically rent out apartments from vast, generic complexes at steep rates. Stays over 30 days made up 15 percent of Airbnb’s business last year, but the platform wasn’t designed for peace-of-mind around long-term stays. There are pure marketplaces like UrbanDoor that don’t always take care of everything for the landlord or provide consistent tenant experiences. And then there are direct competitors like $130 million-funded Sonder, $66 million-funded Domio, recently GV-backed 2nd Address, and European entants like MagicStay, AtHomeHotel, and Homelike.

Zeus’ property unit growth

There’s plenty of pie, though. With 330,000 housing units in SF alone, Zeus has plenty of room to grow. The rise of remote work means companies whose employee typically didn’t relocate may now need to bring in distant workers for a multi-month sprint. A recession could make companies more expense-cautious, leading them to rethink putting up staffers in hotels for months on end. Regulatory red tape and taxes could scare landlords away from short-term rentals and towards coprorate housing. And the need to expand into new businesses could tempt the big vacation rental platforms like Airbnb to make acquisitions in the space — or try to crush Zeus.

Winners will be determined in part by who has the widest and cheapest selection of properties, but also by which makes people most comfortable in a new city. That’s why Taggar is taking a cue from WeWork by trying to arrange more community events for its tenants. Often in need of friends, Zeus could become a favorite by helping people feel part of a neighborhood rather than a faceless inmate in a massive apartment block or hotel. That gives Zeus network effect if it can develop density in top markets.

Taggar says the biggest challenge is that “I feels like I’m running five startups at once. Pricing, supply chain, customer service, B2B. We’ve decided to make everything custom — our own property manager software, our own internal CRM. We think these advantages compound, but I could be wrong and they could be wasted effort.”

The benefits of Zeus‘ success would go beyond the founder’s bank account. “I’ve had friends in New York get great opportuntiies in San Francisco but not take them because of the friction of moving” Taggar says. Routing talent where it belongs could get more things built. And easy housing might make people more apt to live abroad temporarily. Taggar concludes, “I think it’s a great way to build empathy.”