1. Green Speed
Business Plan
Prepared by Edgar Bettencourt, Adolfo Diaz, Jeremy Espino, Mayra Martinez, and Ciara Ryan-Todd
11/18/2014
This business plan has been submitted on a confidential basis and may not be reproduced, distributed or
stored without explicit permission from its creators.

2. 1
Table of Contents
Executive Summary........................................................................................................................ 2
Mission Statement....................................................................................................................... 2
The Opportunity...................................................................................................................... 2
Business Concept .................................................................................................................... 2
Industry Overview................................................................................................................... 2
Target Market.......................................................................................................................... 3
Competitive Advantage........................................................................................................... 3
Management Team.................................................................................................................. 3
The Financials......................................................................................................................... 3
Company Overview ........................................................................................................................ 5
Services Plan................................................................................................................................... 5
Marketing Plan................................................................................................................................ 6
Market Analysis .......................................................................................................................... 6
Competitors ................................................................................................................................. 6
Marketing Strategy...................................................................................................................... 7
Service..................................................................................................................................... 7
Distribution ............................................................................................................................. 8
Pricing..................................................................................................................................... 9
Promotion.............................................................................................................................. 10
Operations and Development Plan................................................................................................ 11
Management Team........................................................................................................................ 13
Critical Risks................................................................................................................................. 14
Financial Plan................................................................................................................................ 15
Summary of Key Financial Assumptions.................................................................................. 15
Sources of Financing................................................................................................................. 16
Financial Projections................................................................................................................. 17
Profit Forecast....................................................................................................................... 17
Sales Forecast........................................................................................................................ 19
Appendices.................................................................................................................................... 20

3. 2
Executive Summary
MissionStatement
Our mission at Green Speed is to provide apartment owners with rapid and reliable service,
which includes special emphasis on preserving and promoting environmentally friendly
maintenance to our customers.
The Opportunity
The opportunity for apartment servicing in Arlington is very promising. Arlington is the third
most populous city in North Texas and continues to see growth (City of Arlington, n.d.).
Redevelopment has begun in parts of the city to compensate for higher density living spaces and
the University student population in Arlington is slowly rising (The City of Arlington, 2014).
Apartment complexes mainly utilize in-house maintenance crews; however, this puts a lot of
responsibility on apartment complex managers and there are services that these in-house
maintenance crews cannot perform due to lack of expertise or tools. Tenants often complain
about the slow response to work orders and the poor quality of work done. Green Speed will
have the expertise, tools, and professionalism it takes to service needs and exceed customer
expectations. In addition, the continuous growth and plans for redevelopment make Arlington a
prime location for apartment maintenance.
Business Concept
Green Speed is a service-oriented company. The services offered include a variety of apartment
refurbishing activities such as painting, carpet installation and flooring, bathroom and countertop
resurfacing, sheetrock repairs, and housekeeping. Green Speed’s first major focus is on customer
satisfaction through timely and quality service. All clients are offered a Customer Satisfaction
Guarantee. This guarantee will ensure that all jobs are completed to the expectations of the
clients, and will increase customer satisfaction and customer retention. Green Speed’s second
major focus is on using environmentally friendly products; this allows for a healthier
environment for tenants to live in and a lower carbon footprint on Green Speed’s behalf.
Industry Overview
Green Speed has the potential to infuse the market with a needed service company- especially
with the lack of companies emphasizing environmentally conscious efforts. Apartments within
Arlington, TX generally use in-house maintenance crews of about 2-3 individuals. There are not
many competing companies who offer apartment servicing in Arlington, and none of them
advertise the use of environmentally friendly products. Green Speed will be able to capture a
large market share in apartment servicing, and will even contract with apartment complexes to be
hired as a full-time servicing company for their apartment maintenance needs. Any in-house
maintenance crew employees of contracted apartment complexes will be offered the opportunity
to work with Green Speed so that they are not forced out of their jobs. This will also give Green
Speed a promising source of new employees with experience in the field.

4. 3
Target Market
The target market for Green Speed will consist of mid-to-high end apartment complexes in
Arlington, TX. Mid-to-high end apartments were chosen because Green Speed’s competitive
advantage is a differentiation based strategy that focuses on high-quality service,
professionalism, and environmentally conscious products. The mid-to-high end apartments are
more concentrated in the neighborhoods of Pantego, Dalworthington Gardens, West and North
Arlington (Arlington, TX Neighborhoods Map & Guide, 2014).
Competitive Advantage
Green Speed LLC focuses on customer service, timeliness of service, and the use of
environmentally responsible products. Green Speed has taken on a niche market by using
environmentally products. There are currently no other competitors in the region who focus on
environmentally friendly products. In-house maintenance crews often receive efficiency
complaints, but Green Speed will be at an advantage with fast and professional serviceBy
entering this niche, Green Speed is ahead of companies such as Efurd Maintenance and other
general maintenance crews that apartments typically have.
Management Team
The owners of Green Speed will be the only managers initially, additional personnel will be
added when the need arises. Each of Green Speeds five owners brings unique and valuable skills
that will be imperative to the success of the company. Jeremy Espino has experience working in
startup company Affordable Apartment Services as an entrepreneur and advisor to the owner.
Ciara Ryan-Todd is Green Speed’s marketing specialist who will also serve as the Firm’s leader.
Edgar Bettencourt’s strong background in Finance through education, work experience,
internships and organizations, make him an excellent Chief Financial Officer for Green Speed.
Adolfo E. Diaz’s excellent management and coordination skills exemplified through his work
experience, internships, and organizational involvement will serve Green Speed well. Mayra
Martinez is yet another Marketing expert for Green Speed whose excellent communication skills
will ensure that the firm will excel in acquiring and retaining business from customers.
The Financials
The company is requesting the total amount of $619,924.80 (80% of total of 2 years cost) in
order to get the operations running, with a reasonable margin of safety. The sales performance of
the first two years of operation will carry the company beyond this point and allow for the
repayment of debt (see profit forecast on the following page).

5. 4
Profit Forecast
Table 1.1
Estimated 2015 2016 2017
Sales
$
374,400.00
$
421,200.00
$
468,000.00
Rent expense $6,804.00 $6,804.00 $6,804.00
Web development $2,500.00
Average Labor Cost (contract
workers)
$260,000.00 $260,000.00 $260,000.00
Average Labor Cost (Accountants) $87,404.00 $87,404.00 $87,404.00
Insurance Expense $3,000.00 $3,000.00 $3,000.00
Transportation( 2 Vans ) $13,990.00
Inventory $24,000.00
Miscellaneous $10,000.00 $10,000.00 $10,000.00
Operating Income
$
(33,298.00)
$
53,992.00
$
100,792.00
Income Tax
$
3,914.42
$
7,307.42
Less Interest $40,295.11 $40,295.11 $40,295.11
Net Income
$
(73,593.11)
$
13,696.89
$
60,496.89

6. 5
Company Overview
Green Speed LLC will be a property service and repair company focusing on customer service,
speed of service, and the use of environmentally responsible products. The company will target
mid-to-high-end apartment complexes. Green Speed’s main objective is to provide outstanding
service to customers by having trained staff and fulfilling orders in a timely and professional
manner. This service will be provided to independent jobs and Green Speed will serve as a main
service repair company for contracted apartment complexes. Repair work orders will be taken
via phone, email, and smartphone applications.
The first office location will be near the central region of Arlington, TX in order to facilitate the
distribution of our services to our target market. This office location will approximately 1,000
square feet in order to house the offices as well as a small warehouse section to store equipment
and other assets.
Green Speed will be a Limited Liability Company owned by Ciara Ryan-Todd, Mayra Martinez,
Edgar Bettencourt, Jeremy Espino, and Adolfo Diaz. Each owner would have the right to do as
they please with their 20% ownership, including selling or buying ownership from another
owner, except for any legal action which might heighten or lower the value of the other owners’
portions. Because the ownership is divided in such way, the liability will also be divided into the
five. Green Speed has chosen to be a Limited Liability Company in order to keep the ownership,
sales, and liability under control.
Services Plan
Green Speed company is service oriented and is hired out on a need basis. Clients will request
from a variety of services including painting, carpet installation and flooring, bathroom and
countertop resurfacing, sheetrock repairs, and housekeeping. These services include every
service a typical apartment may need that their own maintenance personnel would not do
themselves. Housekeeping refers to the one-time thorough cleaning of a unit so that it may be
further serviced, or be prepared for a move-in; housekeeping generally is required before any
other servicing can be done. The service prices are to be similar to that of major competitors.
Green Speed will look to capture the market through superior quality, customer service, and
timeliness of service; research has indicated that these three qualities are by far the most
important in retaining and acquiring customers. Once a client has ordered a service via email,
phone call, or smartphone app, the job coordinator will contact the appropriate employee and
notify him/her of the job. The employee will then gather any needed supplies for the job and
complete it; not leaving the site until the apartment manager approves of the work. This function
ensures that our customers are completely satisfied with their service, and that our employees
will not waste time on return trips for touch ups. The Supply Manager will be in charge of
supplying any additional cleaning products or materials to the employee.
A long-term goal is to take over all of our clients’ maintenance needs by placing full-time
maintenance employees in each apartment complex.

7. 6
Marketing Plan
Market Analysis
The target market for Green Speed will consist of mid-to-high end apartment complexes in
Arlington, TX. Mid-to-high end apartments were chosen because Green Speed’s competitive
advantage is a differentiation based strategy that focuses on high-quality service,
professionalism, and environmentally conscious products. The mid-to-high end apartments are
more concentrated in the neighborhoods of Pantego, Dalworthington Gardens, West and North
Arlington (Arlington, TX Neighborhoods Map & Guide, 2014).
Even though Green Speed is targeting the apartment complexes and complex management, it is
important to know some information about the basic population of Arlington residents as there
will be much interaction with the tenants. About 40% of Arlington’s population falls between the
ages of 18 and 44 (Demographics of Arlington, Texas and Fast Facts, 2014).The median
household income for apartments without a mortgage is $54,342 (Arlington, TX (Texas) Houses
and Residents, 2012). Arlington is the third most populous city in North Texas and continues to
see growth (City of Arlington, n.d.). Redevelopment has begun in parts of the city to compensate
for higher density living spaces and the University student population in Arlington is slowly
rising (The City of Arlington, 2014). The continuous growth and plans for redevelopment make
Arlington a prime location for apartment maintenance.
Competitors
Green Speed has found a niche through the use of environmentally products. Tenants who are
concerned with fumes or the long-term effects of potentially harmful products will be attracted to
the commitment to safer cleaning and maintenance products. This eco-friendly niche creates a
competitive advantage that puts Green Speed ahead of companies such as Efurd Maintenance
and other general maintenance crews that apartments typically have.
Apartments within the Arlington area have disclosed that in-house maintenance crews of about
2-3 individuals are generally hired. Managers of apartments delegate jobs to these individuals as
tenants raise concerns. While some apartment complexes have work orders, there is
inconsistency in the way maintenance is handled. Green Speed is focused on providing not only
efficient maintenance, but also on creating an organized process to take on work orders.
Managers of apartment complexes that are unable to focus on the work order procedure and
managing the level of work orders could contract Green Speed to alleviate their problems.
Contracting a company such as Green Speed will also help maintain the needs of an apartment
complex. For example, an in-house maintenance crew might not have specialization with dry
wall, but our company has a team of different expertise that could be assigned to the location. If
Green Speed is already in a contract with that complex, then finding individuals to fix
maintenance issues will be much easier. Green Speed would also consider hiring the apartment
complexes’ existing staff, training them, and making them a part the Green Speed staff.
Apartment manager’s time and resources will not be wasted trying to manage work order issues
when Green Speed is hired.
A major competitor of Green Speed will be the apartment maintenance staff many of the
apartment complexes already have. For example, Pavilion Apartments in Arlington have a
professional maintenance team that is listed as an amenity on their website. However, one of the
major complaints listed in an online apartment ratings website is that the maintenance takes too

8. 7
long to be completed (Pavilion Apartments, n.d.). The apartment ratings consistently list
maintenance quality complaints such as lack of oven repair or lack of interest from the staff to
make repairs (Apartment Ratings, n.d.). The goal of Green Speed is to satisfy customer needs
efficiently and hold a reputation for being dependable, professional, and friendly.
El Lider is a limited liability company that resides in Dallas, TX and operates out of a
warehouse. The company has been established for 13 years and relies on customer references to
acquire more customers. Jobs such as flooring and resurfacing are within the company’s focus;
while they do not solely focus on apartments, the company has established themselves as a
contracting company. The company also concentrates on keeping customers satisfied through an
insured security policy and has direct references on their webpage. Green Speed is directly
competing with El Lider because they have a focus in Dallas as well as an existing clientele base
("El Lider", 2014). Green Speed is new to the market and potential customers may not have
consumer confidence in the company, plus Green Speed does not have references to rely on.
Green Speed will emphasize its customer service qualities and commitment to environmentally
friendly products in order to target those within Arlington and potentially DFW. This
differentiation based strategy will work to attract a clientele interested in that market.
Efurd Maintenance is an in-house maintenance company that focuses on their specific Efurd
properties. Efurd’s properties are in the DFW and Arlington areas. They provide routine
maintenance as well as the same services that Green Speed would provide with 24/7 on-call
service repair. Efurd provides additional services such as providing photos of specific completed
jobs and allowing customers to see the logistics behind the amount of time it takes to complete a
job (Dallas Property Management - Efurd Properties, 2014). This company will be competing for
many of the same locations as Green Speed, and will be a direct competitor with their effectual
service plan. Green Speed’s environmentally friendly products and reliable services will help in
competing with Efurd.
Green Speed has the potential to infuse the market with a needed service company- especially
with the lack of companies emphasizing environmentally conscious efforts. The company
focuses on providing proficient maintenance to sustain a successful apartment complex;
including the living conditions of tenants and the ability of management to bring in maintenance
companies on a reliable basis that efficiently service tenant needs.
Marketing Strategy
Service
The name of the company is Green Speed and it is a service-oriented company. The services
offered include a variety of apartment refurbishing activities such as painting, carpet installation
and flooring, bathroom and countertop resurfacing, sheetrock repairs, and housekeeping. The
name Green Speed was chosen because it represents two of the three most important service
qualities that differentiate Green Speed from other apartment maintenance companies. “Green” is
used to represent Green Speed’s commitment to using products that are eco-friendly. “Speed” is
used to indicate Green Speed’s commitment to providing fast and efficient services. This
company name will be filed with the U.S. Patent and Trademark Office for intent to use, which
will legally protect the name from being used by other service-oriented businesses.

9. 8
Green Speed’s major focus is on customer satisfaction through timely and quality service. All
clients are offered a Customer Satisfaction Guarantee. This guarantee will ensure that all jobs are
completed to the expectations of the clients, and will increase customer satisfaction and customer
retention. As soon as a work order is approved and accepted by Green Speed, the Customer
Satisfaction Guarantee goes into effect. The employee(s) responsible for a specific job will be
required to remain on the site until the apartment manager has approved if the work completed.
Apartment manager approval will be defined as a written signature stating that the job was
completed to their standards. If a job is not approved, the employee must remain on the site and
make appropriate corrections to the work until approval is given. If the employee is unable to
complete the job due to lack of training, a follow-up appointment will be scheduled with a
qualified employee. If the employee is unable to complete the job due to time constraints, a
follow-up appointment must be made to complete the job by a deadline specified by the
apartment manager.
Timeliness of job completion will be guaranteed through the work order approval process. When
a client requests a work order to be completed, they will be allowed to select the time frame in
which the job needs to be completed. Green Speed will have until the end of the business day to
approve any orders placed by 12:00pm, and 24 hours to approve any orders placed after
12:00pm. Green Speed will only approve of jobs that can be completed within the time frame
specified by the client. If the time frame is not feasible, Green Speed will work to compromise
with the client so that both parties are satisfied with the timeframe. Any approved jobs that are
not completed within the agreed timeframe will be subject to a price reduction to compensate the
client for failure to comply. This policy is used to make sure Green Speed is able to meet or
exceed customer expectations, thereby increasing customer retention and satisfaction.
Distribution
Green Speed is looking to have a strict distribution system of services through two main
managers: the Job Coordinator and Inventory Manager.
In the beginning stages of the company, there will be two teams working. Each team will work
for one of the two sectors; the northern or southern areas of Arlington. Although flexible, the
defining line between the two sectors would be HWY 303, which runs east to west across
Arlington. Initially, each team will be made up of three full time employees who have been
trained by the Job Coordinator to deliver Green Speed service and speed. The goal is to add more
employees as business increases with a maximum of about 10-20 employees per supervisor. As
the company grows the section divisions will be subject to change as Arlington is long, rather
than wide, and easier to navigate laterally. Therefore, it would make much more sense to have
lateral section divisions so the teams can reach the jobs in a more timely manner.
The Job Coordinator is in charge of managing the jobs submitted to the company via website,
phone call, or smartphone application. Once the Job Coordinator has received the information, he
or she will notify the corresponding team, make sure they have the materials or have them ready
for pick-up at the warehouse, and give them a deadline by which the job needs to be completed.
The team will then check in with the apartment complex, complete the job, and provide a copy of

10. 9
the apartment manager’s signature of completion to the apartment complex and Green Speed.
Starting the next business day, the billing will be issued by the Job Coordinator to the apartment
complex with a 3/10 net 30 collecting policy.
Green Speed seeks to be seen as a valuable asset to the apartment complexes, rather than a
liability. The goal is to facilitate their work. For this reason, Green Speed will offer quick and
reliable service, facilitated by the availability of work orders even if is not during business hours,
and a flexible collecting policy. Green Speed is a service company dedicated to provide the best
work possible and in the fastest time possible. The customer is valued as a partner in business,
rather than just a means of income.
As expansion begins, the Job Coordinator will train contract workers how to deliver the Green
Speed service. This will be a two-day training that covers the mission of the company, the
policies they should follow as an employee, how to be an observer on a job, and other skills that
are necessary for maximum customer service. After the contractor has completed the training, he
will be offered jobs by the Job Coordinator to fulfill. If needed, the Job may offer the contractor
the option to become a fulltime worker in the future.
Pricing
By analyzing some of our potential competitors’ financial information, estimates and projections
have been made to account for the cost of providing services and other overhead costs. Because
this business charges by the job, estimates are not made on an hourly or recurring basis.
Apartment communities contact Green Speed when in need of service, and Green Speed fulfills
their service request. The workers are contract employees in that they do not work unless there
are jobs available for them from service requests. This helps keep costs down by minimizing
time spent waiting for jobs. In order to support the company and its workers with a full time jobs
worth of work, Green Speed must have a large enough volume of apartment communities to give
the company enough business.
Our labor cost, which is Green Speed’s largest expense, is directly associated with how many
jobs/sales we have. Competitor financial information was used to estimate sales and generate an
average number of sales per apartment community within a given month. The average number of
sales from any given apartment community in a given month is estimated to be $1,500. Also,
using competitor financial information, labor costs are approximately 55% of sales. Monthly
inventory costs are estimated to be about 5.5% of sales, and Administrative costs can be as low
as 4.1% of sales. This leaves about a 35% margin available to the owners of Green Speed for
their own wages and profit.
In order for Green Speed to be economically viable for all of its laborers and owners, it is
estimated that monthly sales should reach at least $28,000 a month. This is the amount of sales
needed for our laborers’ wages, and the owners to receive enough of a profit to make Green

11. 10
Speed economically viable. In order to reach this threshold, Green Speed would need to have
about 19 average sized Apartment Communities as customers.
Pricing Estimates (Based on Competitors’ Pricing)
Green Speed has compiled a basic list of prices of services offered.
Painting
 $0.13 Per Square Foot, not including paint price
 Ceilings- $65
 Cabinets- $295 Oil based
Sheetrock Repairs
 1 Square foot- $25-35
 5 Square Feet- $55-60
 12 Square Feet- $105-110
 Full Sheetrock- $120
Resurfacing
 Kitchen Countertops- $75
 Kitchen Sink- $45
 Kitchen Vent Hood- $45
 Bathroom Countertops- $40
 Bathroom Sink- $35
 Bathtub- $75
 Bathtub stripping- $35
 Bathtub Crack Repair- $35
 Wall Ceramic- $125
Flooring
 Carpet by Yard- $9.50
 Vinyl by Yard- $12.00
 Planking by Square Feet- $1.80
Housekeeping
 1 Bedroom- $55
 2 Bedroom- $65
 3 Bedroom $75
Promotion
Apartments in need of servicing are typically on very short deadlines and do not have time to
look for companies to service them. Often times they are looking for the fastest solution to their
problem, whether that is cleaning, carpet, painting, or any other service. Apartment managers
just want to get units ready as fast as possible so they can lease them out to tenants. Because of
this, it is imperative that Green Speed be aggressive in its approach to customer acquisition. This
is the primary focus of the Customer Acquisition Manager; however, it is also the responsibility
of every employee to represent Green Speed in a matter that reinforces the commitment to
quality, service, and timeliness.

12. 11
In order to generate customer awareness, Green Speed will utilize several different mediums of
promotion. Mailings with our pricing list and contact information will be delivered to hundreds
of different apartment communities at a time. If an apartment manager sees our mailing and
prefers our services and prices to that of their current servicer, then we may receive a call back
for services. Emails will also be sent to apartment managers/owners with the same content.
Managers will be responsible for making cold calls to apartment communities that are potential
clients. Priority will be given to very large communities that are relatively old; older
communities tend to have a higher need of services due to normal wear and tear. Larger
complexes are more attractive because they have a large number of units that may need
servicing. During these calls, Green Speed’s commitment to prompt and excellent service will be
pitched.
Visits to apartment communities will be made for those communities with the highest potential
for business and profit. The Customer Acquisition Manager will visit properties regularly and
evaluate their profit potential to Green Speed by determining their size and need of services. This
data will be recorded for future reference. When the Customer Acquisition Manager finds an
apartment community with high profit potential, he/she will set up a meeting with the
community manager/owner in order to discuss potential business relations. The Customer
Acquisition Manager may offer free demonstrations of our services to showcase Green Speeds
quality and service. Because this is expensive, free demos should only be done when the
apartment community has a very high potential for business.
Green Speed will also have an online presence through a mobile friendly website, and a strong
social media presence (Facebook, Twitter, Google Plus, etc.) in order to further promote the
business. The website will primarily be used for business, and contain all contact information,
estimates on pricing, and a catalog of services Greed Speed provides. Customers will also be
able to place orders through the website. The social media pages will be used primarily for
promotions and to generate awareness of Green Speed and its use of environmentally friendly
materials.
Green Speed will employ an outside company to enhance Green Speed’s Google presence
through the use of Google Analytics. This will make it easier for potential customers to find
Green Speed on Google searches. A combination of aggressive promotion and a user-friendly
website for placing orders will give clients easy acces to Green Speed. This is an advantage
because other companies in the industry have been slow to adopt new technologies.
Operations and DevelopmentPlan
Operating Facility
The starting target Market is Arlington, Texas. Green Speed will lease a work space/office in a
centralized location in Arlington. The center of operations will be of no more than 1,000 square

13. 12
feet in order to be cost efficient; it is sufficient for handling customer orders, training, accounting
and supervising activities.
Staff
Staff will be hired and trained consistently with the company’s mission of providing quality
service. Proper staff training and supervision is crucial to Green Speed’s long-term success
because repeat business will be the main focus. Employee pay will be slightly higher than that of
the competitors. Higher pay will act as an incentive to promote the expectation of better service
providing. Staff evaluations are conducted bi-weekly; the staff will also have a channel to
provide feedback on their supervisors and the company’s general operations.
Supervision
The area of Arlington will be divided into two sectors; each area will have 10-20 employees
under one supervisor and the supervisors report to the Activities Manager. Activities Manager
processes information from the supervisors and shares any necessary data with the Financial
Planner and the owners for planning and actions.
Departments
The owners of Green Speed oversee all of the departments.
Finance Department
The Financial Planner/Financial manager will run the finance department. There will be two
accountants under the financial planner.
Operations Department
The Activities Manager will run the operations department. There will be supervisors working
under the Activities Manager, and the supervisors will each manage 10-20 employees.
Equipment and Software
A system will be purchased to handle incoming orders. The system will organize orders by
location, service requirement, and time urgency. This system will be synced online so that
service orders can be placed on the Green Speed website. Customer service calls will be directed
to the supervisor’s work cell phone.
All the departments will utilize additional software such as MS office tools. In addition, SAP
will be used for database management and inventory control.
Supply Management
Green Speed will not be inventory intensive as it is a service-based company; however, both the
Financial Planner and Activities Manager will manage the product supply inventory. An
inventory minimum on each of the cleaning/maintenance products will be established; once
inventory levels drop below the minimum, the inventory management software will alert the
department heads to order more supplies.
Area supervisors will inspect the specialized equipment on a weekly basis.
Green Speed’s purchases will be made from warehouses using B2B. Each purchase will be done
in a large quantity; this will keep supply costs down.

14. 13
Purchasing Procedure
The two largest inventory purchases that will be made are cleaning products and supplies, and
equipment. There will also be miscellaneous costs that involve such things as office supplies and
vehicle maintenance.
When a purchasing need has been established, the accountants will deal with the financials. The
approved money for purchase will be given to the Activities Manager, who in turn authorizes and
hands the money to the Area Supervisor in order to purchase the equipment. Once the purchase
has been completed, the inventory will be updated in the inventory management software and
checked by both the Financial Manager and Activities Manager.
ManagementTeam
The management team will include an Area Supervisor position that is in charge of assigning
workers to jobs on the basis of availability and proximity to the jobs. Preference should be given
to more senior employees with better service records. This position will also be in charge of
recruiting new part-time workers as needed, as well as managing the small full-time workforce.
Employees will be found through job sites, word of mouth, and other reliable sources.
The Activities Manager will manage supplies/inventory. It is important to stay adequately
stocked up on materials so that Green Speed will be able to respond to unanticipated jobs. This
position is also in charge of providing workers with required materials for jobs. Management
should control supplies to help reduce waste and lower costs.
One of the most important things in this type of business is making sure to have a large list of
clients. Because most clients will only have work a few times a week, it is important to have a
large volume of clients in order to keep workers occupied and the business profitable. As such,
the Customer Acquisition Manager is one of the most important positions on the management
team. They are in charge of finding new clients through means such as personal visits, mail,
email, social media, and general promotion. In addition to pursuing new clients, he/she will also
be in charge of ensuring repeat business from existing clients through meetings, promotions, and
more.
Initially, a small management team will suffice because apartments do not need to be serviced
every day unless Green Speed is hired as the full-time maintenance crew for the property. One
manager may be capable of coordinating the business of about 30 different apartment
complexes- depending on size and demand.
The owners of Green Speed will be the only managers initially; additional personnel will be
added when the need arises. Each of Green Speed’s five owners brings unique and valuable skills
that will be imperative to the success of the company.
Jeremy Espino has experience working in the startup company Affordable Apartment Services as
an entrepreneur and advisor to the owner. This experience gives the management team insight
into how the apartment servicing business works, and how to set up and run the business. In
addition to experience, Jeremy Espino also has a large network of contacts in the industry as well
as family who work in related fields.

15. 14
Ciara Ryan-Todd is Green Speed’s Marketing Specialist who will also serve as the firm’s leader.
Her educational background in marketing, as well as her vast work and organizational experience
will give Green Speed superior marketing ability as well as excellent leadership and direction.
Ciara has the utmost respect and trust from her fellow owners, and will undoubtedly inspire the
same confidence in Green Speed’s employees, customers, and investors.
Edgar Bettencourt’s strong background in Finance through education, work experience,
internships and organizations, make him an excellent Chief Financial Officer for Green Speed.
His expertise in planning and projections will serve the company well in the long run, and his
excellent linguistics will help Green Speed cater to customers of different cultures.
Adolfo E. Diaz’s excellent management and coordination skills exemplified through his work
experience, internships, and organizational involvement will serve Green Speed well. Adolfo has
demonstrated that he is able to effectively coordinate difficult and complex tasks- skills essential
to the smooth operation of a complex and fast moving business such as Green Speed. Adolfo will
make an excellent Job and Logistics Coordinator for Green Speed and give the firm a strong
infrastructure.
Mayra Martinez is yet another Marketing expert for Green Speed whose excellent
communication skills will ensure that the firm will excel in acquiring and retaining business from
customers. Her educational background in marketing, as well as practical experience from
internships, work, and organizations demonstrate that she will excel at creating and maintaining
great business relations with Green Speed’s many clients, suppliers, and partners.
Critical Risks
One of the major critical risks in the market would be apartment complexes opposed to
outsourcing repair services and maintenance to a service company rather than finding contractor
workers themselves. Currently, most apartment complexes have either in-house maintenance
crew for repair or, if the job is larger in scale, will hire independent contractors. Green Speed
will have their own inventory of supplies and equipment, which will reduce the price for
customers per job completed.
Green Speed is looking to offer more than just service repair. The company focus is to be a
reliable source for apartment maintenance. This focus will be supported by Green Speed’s
various staff members, because there will be employees available 24/7 for on-call jobs. Other
companies with limited staff cannot offer such flexible services. Because Green Speed’s service
repair staff consists of company employees, the staff ir more reliable than independent
contractors who might be offered outside jobs. All of the work orders submitted are of priority,
regardless of size or cost. When it comes to supply, Green Speed is prepared to offer
environmentally friendly products without adding any extra charges outside the basic cost for the
supplies.
Another small critical risk for the company would be competition. According to research,
there is not a company that offers similar services with as much organization, employee
structure, or potential as Green Speed. Most of the competing companies are simply
intermediaries who hire contract workers to complete a job and collect a commission on a case-

16. 15
by-case basis. Green Speed would be a service company for apartment complexes to rely on as a
trusty source for many years.
FinancialPlan
Summary of Key Financial Assumptions
Table 1.2
Estimated Expenses 2015 2016 2017
Rent expense $ 6,804.00 $ 6,804.00 $ 6,804.00
Web development $ 2,500.00
Average Labor Cost (contract workers) $ 260,000.00 $ 260,000.00 $ 260,000.00
Average Labor Cost (Accountants) $ 87,404.00 $ 87,404.00 $ 87,404.00
Insurance Expense $ 3,000.00 $ 3,000.00 $ 3,000.00
Transportation( 2 Vans ) $ 13,990.00
Inventory $ 24,000.00
Miscellaneous $ 10000.00 $ 10000.00 $ 10000.00
Average Labor cost was calculated by comparing it to the competing companies. In this industry,
the contract labor costs tend to be very much fixed and Green Speed will not be expecting any
significant deviations from the competitor’s labor expense rate.
Average Labor cost for accountants was estimated by researching the CPA minimum salaries on
Payscale.com .
The office space and the operations of Green Speed will need to be insured, the insurance rate for
minimum liability averages about $3,000 per year for a small business.
Web development from Freelancers tend to be the least costly way, the rate tends to average at
50$/hour and a reasonable expectation for the time required for the development process tends to
be about 50 hours.
Office Rental Space at location: 3000 Pine wood Dr., 103 Arlington TX, 76010; comes to about
567$ a month for a space close to 1000 sq. ft.
Green Speed will invest in two vans to insure speedy service and enough space to carry the
equipment. A used Ford 2001 Econoline Wagon offers plenty of space, and with 80k miles, runs
at a price of $6695.
Miscellaneous includes all the small things such as paint job for the car, gas cost for car, other
minor expenses, and other unforeseen expenses.

17. 16
Table 1.3
Estimated Expenses 2015 2016
Rent expense $6,804.00 $6,804.00
Web development $2,500.00
Average Labor Cost (contract
workers)
$260,000.00 $260,000.00
Average Labor Cost
(Accountants)
$87,404.00 $87,404.00
Insurance Expense $3,000.00 $3,000.00
Transportation( 2 Vans ) $13,990.00
Inventory $24,000.00
Miscellaneous $10,000.00 $10,000.00
$407,698.00 $367,208.00
The company is requesting the total amount of $619,924.80 (80% of total of 2 years cost) in
order to get the operations running, with a reasonable margin of safety. The sales performance of
these two years should carry the company beyond this point and gradually pay off the debt over
time.
Sources of Financing
1) Small business loans will be needed.
Small business Loan rate: 6.5% (smallbusiness.chron.com).
Payment period: flexible, preferably in a time more than 10 years
2) Smart leases can be used for heavy-duty equipment and any costly software. Smart
leases require lower down payments , which means more cash on hand for working
activities; likely to have higher interest rates than banks.
3) Personal funds from the owners and bootstrapping will be utilized.
Financing Structure
Loans-80%
Internally (owners)- 20%
Tax Rate
6.25% State
1.00%
City of
Dallas
7.25%
Data pulled from Small Business Solutions

18. 17
Financial Projections
Profit Forecast
Table 1.4
Estimated 2015 2016 2017
Sales
$
374,400.00
$
421,200.00
$
468,000.00
Rent expense $6,804.00 $6,804.00 $6,804.00
Web development $2,500.00
Average Labor Cost (contract
workers)
$260,000.00 $260,000.00 $260,000.00
Average Labor Cost (Accountants) $87,404.00 $87,404.00 $87,404.00
Insurance Expense $3,000.00 $3,000.00 $3,000.00
Transportation( 2 Vans ) $13,990.00
Inventory $24,000.00
Miscellaneous $10,000.00 $10,000.00 $10,000.00
Operating Income
$
(33,298.00)
$
53,992.00
$
100,792.00
Income Tax
$
3,914.42
$
7,307.42
Less Interest $40,295.11 $40,295.11 $40,295.11
Net Income
$
(73,593.11)
$
13,696.89
$
60,496.89
The following estimation is based on area competitors.
The above financials are the projected sales for Green Speed. Apartment servicing is a niche
market where the companies that operate are very private with their financial data. However,
Green Speed was able to gather sales information from one of its major competitors that serve
the DFW area, Affordable Apartment Services. Affordable Apartment Services makes an average
of $9,000 a week. The competitor serves about 24 apartment communities. It is within
reasonable expectations that Green Speed will be able to make at least 80% of this amount in the
first year of operations, with a growth of about 10% per year as Green Speed becomes more
efficient, and expands market share.
The above calculations were made as follows
: $9,000*52 weeks* 80% percent of the amount the competitor is making=$374,400, percentage
increases by 10% with each year
Average weekly sale per job (per complex) =9000/24=$375

19. 18
Explanation:
The competitors Efurd, El lider, Pavilion, and Apartment Services Company are all targeting and
operating within very specific areas. The market, 6,000 apartments in the DFW area, is still very
far from saturation. Considering the number of direct competition and their scope of operations
(details in the marketing competitor section) Green Speed feels that it is safe to assume that it is
attainable to make at least 80% of Affordable Apartment Services’ sale;, only 24 apartments are
serviced by this direct competitor in a market of 6,000 apartment complexes. This direct
competitor is servicing 0.40% of the market. Specific numeric data on the other competition is
unavailable. However, using the qualitative data on their operations, the number of main direct
competition combined with the projected ability of Green Speed’s operational and marketing
efficiency has led to the conclusion that meeting these very conservative sales projections listed
above is attainable.
For year 2015, we expect to make about 80% of the profit the competitor is making, however
over the next years we will expect that percentage to rise and eventually earn a superior amount
through efficient operations (see sales forecast on page 19).

20. 19
Sales Forecast
(Calculations done as a percentage of the average weekly sales of the competitor)
Table 1.5
Table 1.6
2015 2016 2017
Sales $374,400 $421,200 $468,000
350000
370000
390000
410000
430000
450000
470000
490000
2015 2016 2017
Sales
Sales

21. 20
Appendices
Company Ownership
Edgar Bettencourt
Commerce, TX, 75429
(928) 446 4548
ebettencourt@leomail.tamuc.edu
Objective: To secure a position with a well-established financial organization where I can add value to
that organization, and gain additional skills through this experience
Relevant Work Experience and Highlights:
 Innovation First Inc, Finance Department, Financial Planning Intern 2014. Assisted the Financial
Planner, Corey Butcher, with preparing forecasts, and reports on demand and inventory.
 Nomin Holding Mongolia, Retail & Distribution Marketing Department, Manager 2008-2009.
Roles included: Media Marketing, Sales programs, and sales staff management.
 Raffles International Institute Mongolia, Marketing Department, Marketing Project Manager
2009-2010, Responsible for the marketing of the Institute’s English Language and Business
program. These promotions were both passive and active, and were targeted towards High
Schools and Universities.
 Linguistics: English (fluent), Mongolian (conversational), Spanish (conversational, basic writing),
Portuguese (Conversational, basic writing) Russian (basic)
Work Experience:
 Resident Assistant 2011-present, Arizona Western College, Texas A&M-commerce. The
position includes communicating and enforcing residence hall policies, reporting to the
appropriate professional staff, creating a community, and answering to the needs of the
residents and the Residential Living and Learning
 Lab Aide, 2011, Arizona Western College, Assist lab users in the use of lab
computers, software, and equipment
 Desk Assistant 2013-present, Texas A&M Commerce, assisting School residents with their
issues and problems, and assisting the Hall director
Education:
 Texas A&M University-Commerce, cumulative GPA 3.78, Major: Finance
 Arizona Western College- Associate in Business, Honor Student, and also a member of the Phi
Thetta Kappa Honors Society
 Raffles International Institute-Advanced Diploma in Marketing, Mongolia 2009.
Organizations:
 VP of Marketing, Student Government Association; Honors Student; President’s Advisor for
Fusion Dance Group; and Corresponding Secretary for the Phi Thetta Kappa (Arizona Western
College)
Interests and Hobbies:
 Mixed Martial Arts Training, Sports, Dancing & Choreography, working out, and swimming

22. 21
Adolfo E. Diaz
16022 Rough Oak, San Antonio, TX, 78232
(210) 683-1685
ADOLFODIAZZ@OUTLOOK.COM
Education:
Honors College at TexasA&M University-Commerce
Expected Graduation: June 2016
Major: General Business-Business Administration
Texas A&M University-Commerce October 2014-Present
Logistics Coordinator, "Proyecta 100,000" Program Commerce, TX
 Administered the logistics of arrival, stay, and departure of 50 exchange students
 Coordinated the housing, meals, cultural events, and academic events for the group of students
Golf San Antonio May 2014- August 2014
Amateur Golf Intern San Antonio, TX
 Emerged an understanding of organizing city-wide events
 Independently ran Division IV and V city match play tournament
 Other tasks including inventory management, data input, and maintaining the pro-shop
Travelers Insurance May 2013- August 2013
Claims Professional Intern
Dallas, TX
 Developed and implemented ideas to increase the fluidity of processing claims
 Managed and reported claims in the general liability, auto, property, and worker compensation
 Received outstanding summer evaluation for exemplary work including the community service
project
Activities:
Hispanic Student Association August 2012-Present
President (2013-2014), Vice President (2012-2013)
 Organized and lead HSA university-wide projects and events managing budgets up to $12,000
 Youngest individual elected to serve as President and Vice President (2012-2013)
Lion Student Ambassadors August 2013-May 2014
First Year Ambassador
 Built relationships with faculty, organizations, and campus recruiters to establish our campus
brand
 Executed presentations and campus tours to future students covering the A&M-Commerce
experience
Adolfo and Elsa Diaz Annual Luncheon November 2007-Present
Co-Founder
Organizes luncheon for custodial and lunch servers of Bradley Middle School
Recipient Honors College Scholarship August 2012- Present
President's Scholarship August 2012- Present
Outstanding Campus Student Leader of the Year 2013-2014 School Year
Outstanding Campus Program of the Year 2013-2014 School Year Member
INROADS Intern January 2013- Present
Phi Eta Sigma Honors Society April 2013- Present
Alpha Lambda Delta Society April 2013- Present
Skills General MIS Microsoft Office Training, including Excel and Word Spring 2013
General Accounting Fall 2013

23. 22
Jeremy Espino
229 North Irving Heights Drive, Irving TX, 75061
(214) 908-8429
jespino@leomail.tamuc.edu
Work Experience:
 Residential Assistant, Texas A&M University-Commerce 2012-Present
 Planned and implemented various educational, cultural, and wellness
programs, served in an integral part of housing administration. 2012-Present
 Server, Cracker Barrel 2012-2013
Education:
 BBA Finance, Texas A&M University-Commerce 2011-Present
Organizations:
 Hispanic Student Association, Texas A&M University-Commerce 2012-Present
o Promoted Hispanic Culture, Charity, Student Involvement,
and Academic Excellence 2012-Present
 Phi Iota Alpha Fraternity Inc. Texas A&M University-Commerce 2014-Present
o Planned and executed fundraising, community service,
professional, and social events
Skills:
 Bilingual
 Fluent in English and Spanish

24. 23
Mayra Martinez
678 Edgeglen Drive, Dallas, Texas
(469) 583-3628
mymtz@sbcglobal.net
Objective: Strive for successful impact on consumer attitudes through distinct exposure.
Education:
Texas A&M University - Commerce Fall 2012- Present
Eastfield Community College Fall 2009 – Spring 2012
Richland Community College Spring 2009
Experience:
Roobix Marketing Specialist, Dallas, Texas Summer 2013
 Assists in digital marketing projects through social media analysis.
 Serve as a Spanish translator to meet client’s needs.
 Worked with different programs to edit webpages.
TexasA&M Commerce University Commerce, Texas August 2012-Present
College of Humanities and Social Sciences, Student Assistant
 Assist in daily office duties in order to create a more organized environment.
 Created and organized documents for events.
 Received and screened calls to communicate to different faculty within the office.
Charming Charlie, Sales Associate Dallas, Texas October 2011- January 2013
 Provide customer service obtaining the overall Charming Charlie experience.
 Organize and sustain the stores image through regulated guidelines.
 Undertake a variety of tasks that provide an effective professional atmosphere.
Organizations:
Kappa Delta Chi Sorority Inc. Fall 2012- Present
 Gained hands on experience in holding a leadership role as well as for working in groups.
 Held a leadership role as Service Officer that consisted of arranging volunteer opportunities.
 Worked towards directly affecting the community through the organization as a whole.
 Held position as Council Delegate representing Kappa Delta Chi amongst other organizations
and reporting information on the behalf of the organization.
Multi-Greek Council Fall 2013-Present
 Council Delegate Fall 2013
Served as a liaison between council matters and the Alpha Xi Chapter of Kappa Delta Chi
 President January 2014- Present
Manages and conducts council meetings as well as deals with matters that affect those who fall under the
council. Creates a events with the council to positively impact the community.
Volunteer Experience:
Habitat for Humanity Greenville, Texas October 5th, 2013
 Assisted in the creation of a new home through labor.
 Cleaned
Crow Collection Dallas, Texas February 2011 - Present
 Assist as instructor for arts and crafts activities when opportunity is admissible.
 Assist guest by handing out informational pamphlets to guide them to their destinations.
 Provide maintenance help following the festivals.

25. 24
Ciara Ryan-Todd
Rockwall, TX 75032
(720) 883 7984
cryantodd@leomail.tamuc.edu
Summary of Qualifications:
 Coordinating and planning fundraising and social events for University organizations
 Leveraging social media to promote University events for various organizations
 Student Social Media marketer of the Texas A&M- University Dance Marathon that raised over
$1,400 for the Boys and Girls Club
 Currently developing an undergraduate thesis that explores social media users’ willingness to
share and online privacy concerns
 Experience in network marketing
 Customer service experience working with a diverse population
Skills:
Computer:
 Social media experience including Facebook, Twitter, LinkedIn and Pinterest
 Microsoft Office including Word, Excel, PowerPoint and Publisher
 Adobe Photoshop and Pixlr online photo editor
Communication:
 Excellent written and verbal communication skills
 Basic verbal and written Spanish
 Reporting updates to the officers and faculty advisor of my organization
 Listening and willingness to experiment with new ideas
Work Experience:
 Ciena: Marketing Intern June 2014- Present
 Arbonne International: Independent Consultant July 2012- Present
 B Unique Boutique: Sales Clerk/Cashier January 2007 – December 2009
Education:
 Bachelor Degree; Marketing, Expected May 2015
 The Honors College at Texas A&M University-Commerce, GPA 3.95
Organizations:
 President, Fusion Dance Crew, Texas A&M University Spring 2013- Spring 2014
 Secretary, Fusion Dance Crew, Texas A&M University Fall 2012- Spring 2013
 Member, Sigma Alpha Pi Society of Leadership and Success Spring 2013- Present
 Member, Alpha Chi Honors Society, Texas A&M University Fall 2013- Present
Honors/Awards
 Honors College Scholarship (Academic: $60,000)
 Presidential Scholarship (Academic: $10,000)
 Phoenician Essay Award (Leadership: $3,000)
 President’s List Award (Five-time recipient)
 Dean’s List Award (Six-time recipient)

26. 25
Operating Facilities

27. 26
Resources
Apartment Ratings. (n.d.). Retrieved October 21, 2014, from
http://www.apartmentratings.com/rate/TX-Arlington-Parks-at-Treepoint-111317856.html
Arlington, TX Neighborhoods Map & Guide. (2014). from http://www.areavibes.com/arlington-
tx/neighborhoods/
Arlington, TX (Texas) Houses and Residents.(2012). From http://www.city-
data.com/housing/houses-Arlington-Texas.html
City of Arlington (n.d.). Retrieved October 20, 2014, from
http://www.arlingtontx.gov/parks/PROS/pdf/City%20of%20Arlington%20Population%2
0Growth%20Profile.pdf
Demographics of Arlington, Texas and Fast Facts. (2014). from
http://www.arlingtontx.com/arlington-demographics
Efurd Properties. (2014, January 1). Retrieved October 20, 2014, from
http://efurdproperties.com/
El Lider. (n.d.). Retrieved November 5, 2014, from
http://www.ellidercarpetpaint.com/services.html
Pavilion Apartments. (n.d.). Retrieved October 20, 2014, from
http://www.apartmentratings.com/rate/TX-Arlington-Pavilion-Apartments.html
Payscale.com. 2014.
http://www.payscale.com/research/US/Certification=Certified_Public_Accountant_(CPA
)/Salary
Small Business Loan Rate. 2014. http://smallbusiness.chron.com/average-interest-rate-small-
business-loans-15342.html
Small Business Solutions. http://www.dallas-ecodev.org/wp-
content/uploads/2012/07/SmallBusinessSolutionsBrouchure.pdf