u/LifeSzn

Folks - please share your feedback/criticisms/question/etc.......what's the construction market like in Austin, Tx and surrounding areas? And how hard would it be for a new general contractor to scale in the area? I have worked in commercial portofolio/project management all my professional career (10 years now) and am ready to make a leap to start my own construction business. There's a few cities I'm looking at and Austin is in the top 3. I'm sold on the city/state because the requirements to apply for a General Contractor business in Texas are much less cumbersome compared to states like NY or CA. This clearly highlights the ease of starting a business, but also raises concern about comptetition (im sure there's tons of it). I know there's big players like Hensel Phelps, Swinterton, DPR....and Im just thinking of to start off with a mom/pop GC business - large residential, small/mid size commercial. Also wondering if anyone could provide feedback on the permitting timelines and proceess in the area, lets say for a brand new 30 story commercial building or brand new mall. Lastly, for anyone that has dealt with contractors in the area, can you speak to any experiences that I can consider when starting up my own company? Looking forward to the feedback.

Folks - please share your feedback/criticisms/question/etc.......what's the construction market like in Austin, Tx and surrounding areas? And how hard would it be for a new general contractor to scale in the area? I have worked in commercial portofolio/project management all my professional career (10 years now) and am ready to make a leap to start my own construction business. There's a few cities I'm looking at and Austin is in the top 3. I'm sold on the city/state because the requirements to apply for a General Contractor business in Texas are much less cumbersome compared to states like NY or CA. This clearly highlights the ease of starting a business, but also raises concern about comptetition (im sure there's tons of it). I know there's big players like Hensel Phelps, Swinterton, DPR....and Im just thinking of to start off with a boutique GC business - large residential, small/mid size commercial. Also wondering if anyone could provide feedback on the permitting timelines and proceess in the area, lets say for a brand new 30 story commercial building or brand new mall. Lastly, for anyone that has dealt with contractors in the area, can you speak to any experiences that I can consider when starting up my own company? Looking forward to the feedback.

Sooo I'm in the process of starting a general contracting company, and one of the biggest obstacles I'm working through is working capital.

I have potential projects in the pipeline, but I don't currently have enough capital to comfortably execute larger contracts. As a GC subcontracting most of the trade work, I could have substantial payments due to subcontractors, suppliers, equipment vendors, etc. before I've collected the corresponding payment from the owner.

I've been advised to simply build up my own cash reserves first, which is obviously the lowest-risk approach, but that takes time and could mean passing on opportunities that are available now.

So I'm currently evaluating two primary options:

1. Business loan / line of credit

The advantage is that I retain 100% ownership of the company. A revolving LOC also seems particularly useful because I could draw funds when project cash flow requires it, repay the balance when owner payments arrive, and reuse it on future projects.

My concern is taking on debt before the company has established predictable cash flow. If an owner pays late, a change order gets disputed, retainage gets held, etc., the loan still needs to be serviced and interest continues accruing.

2. Outside investor

The appeal here is having additional capitalization without the same monthly debt-service pressure. It could give the company a stronger balance sheet and more room to absorb payment delays while getting established.

The obvious downside is giving up equity/profits in a company that I ultimately want to build long term. If the business becomes successful, selling 10–20% today could ultimately cost considerably more than paying interest on borrowed money.

I'm also considering whether the answer isn't necessarily one or the other—perhaps some combination of owner deposits/progress payments, my own capital, supplier terms, a smaller LOC, and retained earnings is a better way to bootstrap the first projects without giving away equity.

For those who have actually dealt with this—particularly construction companies or other businesses with significant working-capital requirements:

If you had a legitimate pipeline but insufficient capital to execute the work, would you raise equity, use debt/LOC, wait and accumulate cash, or structure something differently?

I'm particularly curious about:

* At what point does taking on debt become reasonable versus dangerous?
* When does giving up equity actually make sense?
* Would you distinguish between an investor who only provides money versus a strategic investor who also brings customers, relationships, bonding capacity, expertise, etc.?
* How much liquidity would you want relative to expected monthly project expenditures?
* For those who bootstrapped, how did you finance the first few meaningful contracts?
* What do you wish you had done differently?

I'm less interested in theoretical finance answers and more interested in hearing from people who have actually had to fund growth while managing real cash-flow timing risk.

Sooo I'm in the process of starting a general contracting company, and one of the biggest obstacles I'm working through is working capital.

I have potential projects in the pipeline, but I don't currently have enough capital to comfortably execute larger contracts. As a GC subcontracting most of the trade work, I could have substantial payments due to subcontractors, suppliers, equipment vendors, etc. before I've collected the corresponding payment from the owner.

I've been advised to simply build up my own cash reserves first, which is obviously the lowest-risk approach, but that takes time and could mean passing on opportunities that are available now.

So I'm currently evaluating two primary options:

1. Business loan / line of credit

The advantage is that I retain 100% ownership of the company. A revolving LOC also seems particularly useful because I could draw funds when project cash flow requires it, repay the balance when owner payments arrive, and reuse it on future projects.

My concern is taking on debt before the company has established predictable cash flow. If an owner pays late, a change order gets disputed, retainage gets held, etc., the loan still needs to be serviced and interest continues accruing.

2. Outside investor

The appeal here is having additional capitalization without the same monthly debt-service pressure. It could give the company a stronger balance sheet and more room to absorb payment delays while getting established.

The obvious downside is giving up equity/profits in a company that I ultimately want to build long term. If the business becomes successful, selling 10–20% today could ultimately cost considerably more than paying interest on borrowed money.

I'm also considering whether the answer isn't necessarily one or the other—perhaps some combination of owner deposits/progress payments, my own capital, supplier terms, a smaller LOC, and retained earnings is a better way to bootstrap the first projects without giving away equity.

For those who have actually dealt with this—particularly construction companies or other businesses with significant working-capital requirements:

If you had a legitimate pipeline but insufficient capital to execute the work, would you raise equity, use debt/LOC, wait and accumulate cash, or structure something differently?

I'm particularly curious about:

• At what point does taking on debt become reasonable versus dangerous?
• When does giving up equity actually make sense?
• Would you distinguish between an investor who only provides money versus a strategic investor who also brings customers, relationships, bonding capacity, expertise, etc.?
• How much liquidity would you want relative to expected monthly project expenditures?
• For those who bootstrapped, how did you finance the first few meaningful contracts?
• What do you wish you had done differently?

I'm less interested in theoretical finance answers and more interested in hearing from people who have actually had to fund growth while managing real cash-flow timing risk.

Sooo I'm in the process of starting a general contracting company, and one of the biggest obstacles I'm working through is working capital.

I have potential projects in the pipeline, but I don't currently have enough capital to comfortably execute larger contracts. As a GC subcontracting most of the trade work, I could have substantial payments due to subcontractors, suppliers, equipment vendors, etc. before I've collected the corresponding payment from the owner.

I've been advised to simply build up my own cash reserves first, which is obviously the lowest-risk approach, but that takes time and could mean passing on opportunities that are available now.

So I'm currently evaluating two primary options:

1. Business loan / line of credit

The advantage is that I retain 100% ownership of the company. A revolving LOC also seems particularly useful because I could draw funds when project cash flow requires it, repay the balance when owner payments arrive, and reuse it on future projects.

My concern is taking on debt before the company has established predictable cash flow. If an owner pays late, a change order gets disputed, retainage gets held, etc., the loan still needs to be serviced and interest continues accruing.

2. Outside investor

The appeal here is having additional capitalization without the same monthly debt-service pressure. It could give the company a stronger balance sheet and more room to absorb payment delays while getting established.

The obvious downside is giving up equity/profits in a company that I ultimately want to build long term. If the business becomes successful, selling 10–20% today could ultimately cost considerably more than paying interest on borrowed money.

I'm also considering whether the answer isn't necessarily one or the other—perhaps some combination of owner deposits/progress payments, my own capital, supplier terms, a smaller LOC, and retained earnings is a better way to bootstrap the first projects without giving away equity.

For those who have actually dealt with this—particularly construction companies or other businesses with significant working-capital requirements:

If you had a legitimate pipeline but insufficient capital to execute the work, would you raise equity, use debt/LOC, wait and accumulate cash, or structure something differently?

I'm particularly curious about:

• At what point does taking on debt become reasonable versus dangerous?
• When does giving up equity actually make sense?
• Would you distinguish between an investor who only provides money versus a strategic investor who also brings customers, relationships, bonding capacity, expertise, etc.?
• How much liquidity would you want relative to expected monthly project expenditures?
• For those who bootstrapped, how did you finance the first few meaningful contracts?
• What do you wish you had done differently?

I'm less interested in theoretical finance answers and more interested in hearing from people who have actually had to fund growth while managing real cash-flow timing risk.

Sooo I'm in the process of starting a general contracting company, and one of the biggest obstacles I'm working through is working capital.

I have potential projects in the pipeline, but I don't currently have enough capital to comfortably execute larger contracts. As a GC subcontracting most of the trade work, I could have substantial payments due to subcontractors, suppliers, equipment vendors, etc. before I've collected the corresponding payment from the owner.

I've been advised to simply build up my own cash reserves first, which is obviously the lowest-risk approach, but that takes time and could mean passing on opportunities that are available now.

So I'm currently evaluating two primary options:

1. Business loan / line of credit

The advantage is that I retain 100% ownership of the company. A revolving LOC also seems particularly useful because I could draw funds when project cash flow requires it, repay the balance when owner payments arrive, and reuse it on future projects.

My concern is taking on debt before the company has established predictable cash flow. If an owner pays late, a change order gets disputed, retainage gets held, etc., the loan still needs to be serviced and interest continues accruing.

2. Outside investor

The appeal here is having additional capitalization without the same monthly debt-service pressure. It could give the company a stronger balance sheet and more room to absorb payment delays while getting established.

The obvious downside is giving up equity/profits in a company that I ultimately want to build long term. If the business becomes successful, selling 10–20% today could ultimately cost considerably more than paying interest on borrowed money.

I'm also considering whether the answer isn't necessarily one or the other—perhaps some combination of owner deposits/progress payments, my own capital, supplier terms, a smaller LOC, and retained earnings is a better way to bootstrap the first projects without giving away equity.

For those who have actually dealt with this—particularly construction companies or other businesses with significant working-capital requirements:

If you had a legitimate pipeline but insufficient capital to execute the work, would you raise equity, use debt/LOC, wait and accumulate cash, or structure something differently?

I'm particularly curious about:

• At what point does taking on debt become reasonable versus dangerous?
• When does giving up equity actually make sense?
• Would you distinguish between an investor who only provides money versus a strategic investor who also brings customers, relationships, bonding capacity, expertise, etc.?
• How much liquidity would you want relative to expected monthly project expenditures?
• For those who bootstrapped, how did you finance the first few meaningful contracts?
• What do you wish you had done differently?

I'm less interested in theoretical finance answers and more interested in hearing from people who have actually had to fund growth while managing real cash-flow timing risk.

How do I setup construction for positive cashflow, with very little startup capital?

I'm in the process of starting a general contracting business and one of the biggest risks I'm trying to think through is working capital and payment timing.

My plan is to operate primarily as a GC/CM and subcontract most of the trade work rather than self-perform. Most Subcontractors want to get paid on time and the risk iss that I might not get paid by the owner on time.

For example, say subs are expecting payment within Net 30, but the owner's draw/payment doesn't come through for 45–60 days because they're waiting for a milestone, reviewing the invoice, disputing something, etc.

Even if the project is profitable on paper, I could suddenly be responsible for floating a significant amount of subcontractor and supplier costs.

As a new GC without a large amount of working capital, that seems like one of the easiest ways to get into trouble. More importantly, I don't want my lack of cash flow to become my subcontractors' problem and damage those relationships early on.

So here's a few approaches and that Id like feedback on -

• Aligning subcontractor payment terms with owner payment terms, where legally permissible and clearly agreed to in the subcontract.
• Structuring owner payments around project phases/milestones so I'm collecting funds before major expenditures—for example, design deposit → design completion → permitting/procurement payment → construction mobilization → progress payments.
• Establishing a business line of credit specifically to cover temporary project cash-flow gaps.
• Maintaining a minimum working-capital reserve before taking on projects above a certain size.
• Negotiating supplier terms such as Net 30/45 where possible.

I'm especially interested in hearing from people who actually started a GC from scratch without a huge amount of capital.

How did you handle this on your first few projects?

Did you require larger deposits/progress payments from owners? Negotiate payment terms with subs? Use a LOC? Start with very small projects until you accumulated working capital? Something else?

And looking back, how much working capital do you wish you had before taking on your first significant project?

THANKS!!~

Desperation creates creativity. Stupidity leads to lessons learned. Recklessness leads to chaos.

Some initial thoughts as I realize how bad my debt has gotten. Personal loans, student loans, credit card debts and luxury expenses. It's backed me into a wall. A wall that I saw coming if I didn't apply discipline. I didn't. A swipe here, a swipe there, shots for everyone - it wont hurt. I'll be fine. How bad can the consequences really be? Well the times come and I'm up to the neck in it, trying to stay afloat. Savings? HA not in this economy. Retirement? Maybe when im in the heavens.

I make 6 figures and fell into the trap of lifestyle inflation. I hit the goal I dreamed of coming out of college, but lacked the boundaries to live within my means.

Go on the trip, book that flight, excursions, excursions, excursions. Bachelor parties. International trips. 5 star dinners.

I've tested the limits and now the time has come. I've been dreading this feeling for a while and have made some decisions that I hope take me out of this whole.

Im at 32 (M) and have been working in the design build industry for my whole professional career. Those who have worked in this industry know the stress that it comes with. And so long story short, im tired of stressin over other peoples problems. If Im going to stress, I want to stress on my own problems.

With that being said, Im doing it. Launching my general construction business and hoping this will be the conduit to financial recovery. That's the only way I see myself coming out of this.

Yes I need to adjust some things in my lifestyle as well to cut on cost. Reduce my rent, eat in, drive less. But Im also very risk prone and want to see how far I can go with this business. It's the only way I can see myself getting back on track to retirement, to financially get net positive and to continue the lifestyle that I enjoy.

I've been successful in the business so far, so let's see how far it'll go. This was kinda a vent, maybe someone can relate too. Someone that's gone so far down the debt rabbit hole that they've been inspired to launch the hail mary. Anyway, wish me luck.

Aloha.

For a construction company starting in the US. Looking for someone who can perform research and development on the Hawaii construction market. Pay will be hourly and range $10-$30 USD depending on experience.

Please DM if interested.

As the title states, I've been thinking about this for a while.

**Bottom Line Up Front:**

Feedback, criticism, insight, tips, questions are welcome to this braindump below, regarding my thoughts on starting a general contractor company.

**Experience:**

**I**'m 32 years old and have been in the design/build industry for the majority of my professional career (about 10 years now). During this time, I've worked as the Project Manager on the owner side and a Portfoltio/Project Manager on the general contractor side. All commercial projects including - healthcare, hospitality, renewable energy, advanced military infrastructure, educational facilities. My roles/responsibilities include generating bids, contract negotiation, cost estimating, project scheduling, risk mitigation, procurement, forecasting...typical PM stuff. I've overseen and driven project phases from bid, contract execution, design/engineering, permitting, procurement, construction, comissionining, closeout and turnover. I've overseen company portfolio to schedule crews, manage cashflow and coordinate commercial division. I have a Bachelor's in Economics, Master's in Civil Engineering and Construction Management. My caveat is that I have very little trade experience, but I understand and can talk the language to push things forward. I want to believe my competitve advantage is bringing disciplined, transparent, and proactive project management of major commerical construction to every project I delivered.

**Business Aspiration:**

Start a General Contracting Business (in either Hawaii, California or Texas...this is TBD). This will be concurrent while I work in my current role with my company.

Construction Types: Mid/Large Residential, Small/Mid Commercial

Self Perform Work = Project Management, Cost Management, Estimating Bidding, Scheduling, Risk Management, Permitting

Subcontracted Work = Design/Engineering, All Construction Trade Work (at least until I can afford to bring crew in house), Procurement, Commissionig

Year 1-2 - Build a Pipeline and get at least one client under contract. Obtain a business license and general contracting license. Apply for loan or seek investors. Identify and develop relationships withlocal partners. Start on at least 2 mid/large residential projects whether new builds, add ons, remodels. Implement softwares that best suit my business model.

Year 2 -5 - Move into a legit office. Hire a PM and a Superintendent. Invest in company equipment, staff, softwares to leverae optimizatin. Complete at least 3-5 more projects successfully (positive cashflow, high quality customer satisfaction, etc). Branch off from my 9-5 job.

Year 5+ - Hopefully have enough referrals to keep the company busy by then and take on first large commercial construction project (at least $1,500,000 in contract value). Be financially independent to fund my own project.

This is all I really have right now.

[](https://www.reddit.com/submit/?source\_id=t3\_1v9p62q&composer\_entry=crosspost\_prompt)

As the title states, I've been thinking about this for a while.

Bottom Line Up Front:

Feedback, criticism, insight, tips, questions are welcome to this braindump below, regarding my thoughts on starting a general contractor company.

Experience:

I'm 32 years old and have been in the design/build industry for the majority of my professional career (about 10 years now). During this time, I've worked as the Project Manager on the owner side and a Portfoltio/Project Manager on the general contractor side. All commercial projects including - healthcare, hospitality, renewable energy, advanced military infrastructure, educational facilities. My roles/responsibilities include generating bids, contract negotiation, cost estimating, project scheduling, risk mitigation, procurement, forecasting...typical PM stuff. I've overseen and driven project phases from bid, contract execution, design/engineering, permitting, procurement, construction, comissionining, closeout and turnover. I've overseen company portfolio to schedule crews, manage cashflow and coordinate commercial division. I have a Bachelor's in Economics, Master's in Civil Engineering and Construction Management. My caveat is that I have very little trade experience, but I understand and can talk the language to push things forward. I want to believe my competitve advantage is bringing disciplined, transparent, and proactive project management of major commerical construction to every project I delivered.

Business Aspiration:

Start a General Contracting Business (in either Hawaii, California or Texas...this is TBD). This will be concurrent while I work in my current role with my company.

Construction Types: Mid/Large Residential, Small/Mid Commercial

Self Perform Work = Project Management, Cost Management, Estimating Bidding, Scheduling, Risk Management, Permitting

Subcontracted Work = Design/Engineering, All Construction Trade Work (at least until I can afford to bring crew in house), Procurement, Commissionig

Year 1-2 - Build a Pipeline and get at least one client under contract. Obtain a business license and general contracting license. Apply for loan or seek investors. Identify and develop relationships withlocal partners. Start on at least 2 mid/large residential projects whether new builds, add ons, remodels. Implement softwares that best suit my business model.

Year 2 -5 - Move into a legit office. Hire a PM and a Superintendent. Invest in company equipment, staff, softwares to leverae optimizatin. Complete at least 3-5 more projects successfully (positive cashflow, high quality customer satisfaction, etc). Branch off from my 9-5 job.

Year 5+ - Hopefully have enough referrals to keep the company busy by then and take on first large commercial construction project (at least $1,500,000 in contract value). Be financially independent to fund my own project.

This is all I really have right now.

I've seen a lot of people posting drone content and a lot of them say that some of the tours provide done service. Which services in siargao provide drone services?

I have a list of things I want to do while in Siargao and told Claude to create an itinerary bassed on the dates im there. See below and lmk what you think

(Also, where are the best places to book tours)

June 28 — Arrival

Stop at the Coconut Plantation Viewpoint on the drive from the airport — it’s right on the route and hits different at sunset. Dinner at El Carabao (5.0 stars, perfect first meal). Wind down with a massage at Hands of Gold (open until 10pm).

June 29 — Island Hopping

Classic tri-island day: Naked Island → Guyam Island → Daku Island. Book a private boat the night before. Arrive early at Naked — zero shade and it gets scorching. Have lunch on Daku, buy fresh catch from shore and pay locals to cook it (~250 pesos). Afternoon session at Siargao Wakepark, then dinner at Wild Siargao — make a reservation.

June 30 — Sugba Lagoon + Yoga

Early boat from Del Carmen to Sugba Blue Lagoon — half-day tour with paddleboarding, kayaking, and the famous diving platform. No signal there, which is a feature not a bug. Afternoon yoga class at Bodhi Yoga Center (Lakshmi). Dinner at Sagana (open Wed–Sun, so June 30 Wednesday works).

July 1 — North Run

Full scooter day heading north. Hit Taktak Falls first (freshwater swim, tree jumping), continue to Alegria Beach (the best swimming beach on the island — deep turquoise water, only 10 pesos entry), then stop at Somyot Cave on the way back (400 pesos + guide, closed shoes required, underground pool at the end). Pass through Brgy. Jamoyaon for a pickup run with locals.

July 2 — Sohoton Cove (Full Day)

This one needs its own day. Early boat to Bucas Grande (~2 hrs each way), limestone karsts, cave swimming, jellyfish sanctuary. Book a tour package (~2,500 PHP/pax) the day before. Bring snacks, earplugs, and sunscreen. Must be on the water by 7am. Dinner back at El Carabao for recovery

July 3 — Land Tour + Basketball + Pilates

Mapupungko Tidal Pools — check the low tide schedule the night before, this is non-negotiable. Best before 11am. Then Maasin River (boat ride, emerald water, jumping platform). Afternoon hoops at Catangnan or Jamoyaon courts. Evening class at Yoga, Pilates & Tennis with Katya (sunset pilates or yoga). Dinner back at Sagana (Thursday, still open).

July 4 — Flex/Departure Prep

Morning yoga at Bodhi, optional second wakepark session if you caught the bug, farewell lunch at Wild Siargao, and a final Hands of Gold massage before packing for Manila.

Nightlife:

Monday - Mama coco/ El Lobo

tuesday - Siargao Beach Club 

Wednesday - Goodies 

Thursday - Bed & Brew

Friday - Mama Coco/ Barbose

Saturday - Harana

Sunday - Happiness

From June 29 - July 5. Going on a solo trip to check out the surf!! I've heard so much about it and look forward to catching somes waves. What are the recommended surf sports? Im decent enough to surf 4-8 ft waves.

Also, Ill be DJing at Mamacoco Monday night if anyone would like to stop by.

Staying in General Luna for the most part, but really want to explore the whole place. Im a 32 M, adventurous, love exploring, making connections, and EATING lol. Let's connect :)

Is anyone selling their ticket?

I arrive to the Bay this week and would really like to experience the festival!

Also, I’ll be going solo if anyone would like to connect! 32 (M)

Cheers!

DRTS has been putting out a pretty strong stream of positive developments lately, which is why a lot of biotech traders are starting to pay attention again.
The biggest recent catalyst was the interim data from the company’s recurrent glioblastoma (brain cancer) trial. The first 3 patients treated showed:
100% local disease control
67% complete response rate
Favorable safety profile with no unresolved major safety issues
That’s a big deal because glioblastoma is one of the deadliest cancers with very limited treatment options. The market reacted strongly and the stock surged after the announcement.
The company has also been reporting strong pancreatic cancer data. In multiple Alpha DaRT pancreatic studies, DRTS reported:
100% local disease control in evaluable patients
Favorable safety results
Expanded FDA approval to increase the size of the IMPACT pancreatic trial from 30 to 40 patients
The company is now presenting this data at major oncology conferences like DDW and ASCO, which increases visibility with institutional investors and pharma partners.
Another bullish development is that DRTS completed enrollment for its pivotal ReSTART skin cancer trial, which is one of the company’s clearest paths toward FDA approval. Management has already begun parts of the PMA submission process.
Upcoming Catalyst Timeline
May–June 2026
Additional GBM follow-up data
ASCO presentations for pancreatic cancer
Head & neck cancer conference presentations
Continued momentum from recent interim trial results
Summer 2026
More pancreatic trial updates
Potential additional patient data from REGAIN GBM study
Ongoing international expansion of pancreatic trials
Late 2026
Initial pancreatic IMPACT trial readouts expected
More mature glioblastoma data
Possible Japan regulatory decisions
Potential FDA-related updates for ReSTART skin cancer program
End of 2026 / Early 2027
Potential completion of modular PMA submission to FDA
Commercial manufacturing scale-up milestones
Broader regulatory discussions if data remains strong
Overall, the bullish thesis is that DRTS has:
multiple active cancer trials
strong early efficacy signals
increasing FDA/regulatory momentum
upcoming catalysts almost every quarter
But it’s still a small-cap biotech, so volatility is going to be very high and future data will ultimately determine whether this becomes a major oncology story or not

Just booked my flights from US to Manila. What is the best airline to go from Manila to Siargao? I tried booking with Cebu Pacific, but their website kept crashing on me, so I’m wondering if there are other options.

I will be on a solo trip to surf and am very excited! Mainly to surf and DJ

Feel free to connect w me on I G

@ceejmanansala

I just spent a week and a half in NYC and had an amazing time.

I went on this trip to 1) visit my brother who recently moved there and 2) consider if I could see myself living there.

I’m 32 (M) and work in technical consulting for federal projects. After being in Hawaii for 13 years, I believe I could use a change of scenery. I’m single and hopefully have a better chance of meeting someone their that aligns with my

lifestyle/goals.

I’m curious how much of a demand there is for someone in my line of work over there.

In regards to groceries, I typically get bulk Costco deliveries shipped to my appt and wonder if that option exists over there.

I’m also curious how the rental market compares. I pay $3K for a relatively new appt in Hawaii, about 600 SF.

Eventually I want to start a family and I know it’d be difficult in NYC.

Lots to think about.

Anyone move there recently and can share how it’s going?

Anyone that’s been living there for a while have any considerations?

Thanks!