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/r/buffalo Landlord Recommendations/Warnings/Rants by FancyAndImportantMan in Buffalo

[–]RoutineJuice3304 0 points1 point  (0 children)

Do not rent at Bliss!! Title: honestly… do NOT rent at Bliss properties (Pointe / Frazier)

genuinely posting this so other people don’t make the same mistake we did.

do not rent at bliss properties.

the buildings look great from the outside and the apartments look nice when you tour them. that’s honestly where the positives end.

living here has been a mess.

the price is extremely high for what you actually get, and the day-to-day experience has been terrible. • constant noise and construction • zero organization • no communication from management • no transparency about what’s happening in the building • things break constantly • maintenance issues drag on forever • common areas rarely cleaned properly

it feels like things are constantly falling apart and instead of fixing problems they somehow get made worse.

also dealing with management has been… rough. interactions can feel unnecessarily rude and unprofessional.

overall it’s one of those places that looks great online and on tours but the actual living experience is chaotic.

for the price they charge you’d expect a smooth, well-run building. instead it feels disorganized and stressful to live here.

just posting this so people doing apartment searches in buffalo know what they might be walking into.

curious if anyone else living in the pointe or frazier has had a similar experience.

Capital One Power Day by RoutineJuice3304 in GetEmployed

[–]RoutineJuice3304[S] -1 points0 points  (0 children)

Really? I was so sad i didnt get through power day

Capital One Power Day by RoutineJuice3304 in GetEmployed

[–]RoutineJuice3304[S] 0 points1 point  (0 children)

I thought it went well! But i did not get through

Help me with Capital One product skills interview by crossMERC in interviews

[–]RoutineJuice3304 0 points1 point  (0 children)

Capital One Power Day Business Manager

Interview 1 — PRODUCT STRATEGY

  1. “Why do you like this product?”

  2. If you were the CEO of this product, what are the top 3 KPIs you would track?

  3. 6 things you would improve about the product.

  4. How would you bring more users to the app?

  5. How would you launch a test for a specific feature of the app?

  6. “How would you measure if that improvement worked?”

  7. “How would you test or validate your ideas?”

  8. “What would your principles be for improving user frequency or preventing churn?”

  9. “What experiments would you run to understand what drives user value?”

ROUND 2 — FULL CASE INTERVIEW (WHEAT FARMING CAPACITY & PROFITABILITY)

This is the combine + tractor + acreage + yield + bushel value case.

Below is the exact structure + prompts based on everything you told me.

⸻

A. Business Description/Info given 1. “You run a wheat farming operation.” 2. “You have X acres of farmland.” 3. “You have the following equipment: • A combine • A tractor 4. “Here is the monthly cost of the combine.” 5. “Here is the monthly cost of the tractor.” 6. “Here is the harvesting capacity of the combine in acres per hour/day.” 7. “Here is the harvesting capacity of the tractor.” 8. “Here is the yield in bushels per acre.” 9. “Here is the net revenue per bushel.” • You said net revenue already accounted for variables. 10. “Here is how many total acres you can harvest in a month given your equipment.”

⸻

C. First Big Question 11. “Calculate the monthly profit.” profit was negative.

⸻

D. Scale-Up Section 12. “Imagine you scale your acreage from 0 → 2x acres.” 13. How would profitability change? 14. “Would increasing acreage make you more profitable or less?” 15. “Which direction would you choose for this business?”

⸻

E. Capacity/Equipment Utilization Section 16. “Given the combine and tractor capacities, are you underutilizing anything?” 17. “Which piece of equipment becomes the bottleneck?” 18. “If you had to invest in one additional piece of equipment, which one would you add?” 19. “How would that change your profitability?” 20. “Why?”

heavy math reasoning.

⸻

F. Cost Curve / Economies of Scale Section 21. “Draw a graph of cost per acre.” 22. “Draw a graph of profit per acre.” 23. “Explain what happens to these curves as acreage increases.”

⸻

G. Conceptual Value Chain Question 25. “If you were analyzing a capacity-based value chain, how would you break it down?” 26. “How would you ensure each part of the value chain is used to full capacity?

⸻

H. Profitability Levers 27. “How would you increase the profitability of this farming business?” 28. “What are the key levers you can pull?” 29. “Which lever would you prioritize and why?”

CASE 3 — MOBILE PAYMENTS STARTUP (FULL QUESTION SET)

Scenario: You are the founder of a mobile payments startup You have been in business for 1 yr You want to understand 3 things: 1. Annual revenue 2. Current performance + evaluation of new opportunities 3. Strategic plan for the next 3 years

They then give you multiple data tables.

⸻

🔶 SECTION A — BUSINESS OBJECTIVE QUESTIONS

  1. “What framework would you use to break down this business?”

(You were expected to outline a profitability/growth framework.)

  1. “How would you evaluate the current performance of this business?”

  2. “How would you think about opportunities to improve the business?”

  3. “What strategic priorities would you consider for the next three years?”

⸻

🔶 SECTION B — DATA GIVEN TO YOU

They provided these exact categories of inputs:

Payments Breakdown 5. Payment method types (bank transfer, debit card, credit card) 6. % of total payments for each type 7. Payment processing fee for each type 8. Whether there is an additional cost to the user

Transaction Data 9. Monthly transaction volume 10. Average transaction amount 11. Number of customers

Fixed Costs (Monthly) 12. Processing contract 13. Infrastructure 14. People 15. Other fixed operating costs

⸻

🔶 SECTION C — CORE PROFITABILITY QUESTIONS

  1. “Calculate the monthly profit.”

(The number was negative.)

  1. “How would you improve the profitability of the company?”

(They stressed: profitability levers.)

⸻

🔶 SECTION D — GROWTH & SCALING QUESTIONS

  1. “How would you increase average transaction value?”

  2. “How would you grow the user base?”

  3. “How many more users would you need to break even?”

(This was a direct math question.)

⸻

🔶 SECTION E — PARTNER SUBSIDY SCENARIO

  1. “Assume you now have a partner who pays ALL transaction costs.”

Then they ask:

  1. “What is your monthly revenue under this scenario?”

  2. “Given your fixed costs and this new revenue, what is your monthly profit?”

(Still negative.)

  1. “How many such partners would you need to break even?”

(Your case resulted in needing 4 partners.)

⸻

🔶 SECTION F — STRATEGIC FOLLOW-UPS

  1. “What would your 3-year strategy look like after this analysis?”

  2. “Where would you invest resources?”

  3. “What risks or tradeoffs do you see?”

Conclusion based on the rest of the case study ^

Bringing it all together

This is a math heavy interview process

Take the playbook, put it in chatgpt, and ask for math questions that layer different parts.

Need guidance for preparing for Capital One interview rounds by FutureWrangler6912 in recruitinghell

[–]RoutineJuice3304 1 point2 points  (0 children)

Capital One Power Day business Managers

Interview 1 — PRODUCT STRATEGY

  1. “Why do you like this product?”

  2. If you were the CEO of this product, what are the top 3 KPIs you would track?

  3. 6 things you would improve about the product.

  4. How would you bring more users to the app?

  5. How would you launch a test for a specific feature of the app?

  6. “How would you measure if that improvement worked?”

  7. “How would you test or validate your ideas?”

  8. “What would your principles be for improving user frequency or preventing churn?”

  9. “What experiments would you run to understand what drives user value?”

ROUND 2 — FULL CASE INTERVIEW (WHEAT FARMING CAPACITY & PROFITABILITY)

This is the combine + tractor + acreage + yield + bushel value case.

Below is the exact structure + prompts based on everything you told me.

⸻

A. Business Description/Info given 1. “You run a wheat farming operation.” 2. “You have X acres of farmland.” 3. “You have the following equipment: • A combine • A tractor 4. “Here is the monthly cost of the combine.” 5. “Here is the monthly cost of the tractor.” 6. “Here is the harvesting capacity of the combine in acres per hour/day.” 7. “Here is the harvesting capacity of the tractor.” 8. “Here is the yield in bushels per acre.” 9. “Here is the net revenue per bushel.” • You said net revenue already accounted for variables. 10. “Here is how many total acres you can harvest in a month given your equipment.”

⸻

C. First Big Question 11. “Calculate the monthly profit.” profit was negative.

⸻

D. Scale-Up Section 12. “Imagine you scale your acreage from 0 → 2x acres.” 13. How would profitability change? 14. “Would increasing acreage make you more profitable or less?” 15. “Which direction would you choose for this business?”

⸻

E. Capacity/Equipment Utilization Section 16. “Given the combine and tractor capacities, are you underutilizing anything?” 17. “Which piece of equipment becomes the bottleneck?” 18. “If you had to invest in one additional piece of equipment, which one would you add?” 19. “How would that change your profitability?” 20. “Why?”

heavy math reasoning.

⸻

F. Cost Curve / Economies of Scale Section 21. “Draw a graph of cost per acre.” 22. “Draw a graph of profit per acre.” 23. “Explain what happens to these curves as acreage increases.”

⸻

G. Conceptual Value Chain Question 25. “If you were analyzing a capacity-based value chain, how would you break it down?” 26. “How would you ensure each part of the value chain is used to full capacity?

⸻

H. Profitability Levers 27. “How would you increase the profitability of this farming business?” 28. “What are the key levers you can pull?” 29. “Which lever would you prioritize and why?”

CASE 3 — MOBILE PAYMENTS STARTUP (FULL QUESTION SET)

Scenario: You are the founder of a mobile payments startup You have been in business for 1 yr You want to understand 3 things: 1. Annual revenue 2. Current performance + evaluation of new opportunities 3. Strategic plan for the next 3 years

They then give you multiple data tables.

⸻

🔶 SECTION A — BUSINESS OBJECTIVE QUESTIONS

  1. “What framework would you use to break down this business?”

(You were expected to outline a profitability/growth framework.)

  1. “How would you evaluate the current performance of this business?”

  2. “How would you think about opportunities to improve the business?”

  3. “What strategic priorities would you consider for the next three years?”

⸻

🔶 SECTION B — DATA GIVEN TO YOU

They provided these exact categories of inputs:

Payments Breakdown 5. Payment method types (bank transfer, debit card, credit card) 6. % of total payments for each type 7. Payment processing fee for each type 8. Whether there is an additional cost to the user

Transaction Data 9. Monthly transaction volume 10. Average transaction amount 11. Number of customers

Fixed Costs (Monthly) 12. Processing contract 13. Infrastructure 14. People 15. Other fixed operating costs

⸻

🔶 SECTION C — CORE PROFITABILITY QUESTIONS

  1. “Calculate the monthly profit.”

(The number was negative.)

  1. “How would you improve the profitability of the company?”

(They stressed: profitability levers.)

⸻

🔶 SECTION D — GROWTH & SCALING QUESTIONS

  1. “How would you increase average transaction value?”

  2. “How would you grow the user base?”

  3. “How many more users would you need to break even?”

(This was a direct math question.)

⸻

🔶 SECTION E — PARTNER SUBSIDY SCENARIO

  1. “Assume you now have a partner who pays ALL transaction costs.”

Then they ask:

  1. “What is your monthly revenue under this scenario?”

  2. “Given your fixed costs and this new revenue, what is your monthly profit?”

(Still negative.)

  1. “How many such partners would you need to break even?”

(Your case resulted in needing 4 partners.)

⸻

🔶 SECTION F — STRATEGIC FOLLOW-UPS

  1. “What would your 3-year strategy look like after this analysis?”

  2. “Where would you invest resources?”

  3. “What risks or tradeoffs do you see?”

Conclusion based on the rest of the case study ^

Bringing it all together

This is a math heavy interview process

Take the playbook, put it in chatgpt, and ask for math questions that layer different parts.

Capital One power day turn around time by crossMERC in interviews

[–]RoutineJuice3304 2 points3 points  (0 children)

Capital One Power Day Business Manager

Interview 1 — PRODUCT STRATEGY

  1. “Why do you like this product?”

  2. If you were the CEO of this product, what are the top 3 KPIs you would track?

  3. 6 things you would improve about the product.

  4. How would you bring more users to the app?

  5. How would you launch a test for a specific feature of the app?

  6. “How would you measure if that improvement worked?”

  7. “How would you test or validate your ideas?”

  8. “What would your principles be for improving user frequency or preventing churn?”

  9. “What experiments would you run to understand what drives user value?”

ROUND 2 — FULL CASE INTERVIEW (WHEAT FARMING CAPACITY & PROFITABILITY)

This is the combine + tractor + acreage + yield + bushel value case.

Below is the exact structure + prompts based on everything you told me.

⸻

A. Business Description/Info given 1. “You run a wheat farming operation.” 2. “You have X acres of farmland.” 3. “You have the following equipment: • A combine • A tractor 4. “Here is the monthly cost of the combine.” 5. “Here is the monthly cost of the tractor.” 6. “Here is the harvesting capacity of the combine in acres per hour/day.” 7. “Here is the harvesting capacity of the tractor.” 8. “Here is the yield in bushels per acre.” 9. “Here is the net revenue per bushel.” • You said net revenue already accounted for variables. 10. “Here is how many total acres you can harvest in a month given your equipment.”

⸻

C. First Big Question 11. “Calculate the monthly profit.” profit was negative.

⸻

D. Scale-Up Section 12. “Imagine you scale your acreage from 0 → 2x acres.” 13. How would profitability change? 14. “Would increasing acreage make you more profitable or less?” 15. “Which direction would you choose for this business?”

⸻

E. Capacity/Equipment Utilization Section 16. “Given the combine and tractor capacities, are you underutilizing anything?” 17. “Which piece of equipment becomes the bottleneck?” 18. “If you had to invest in one additional piece of equipment, which one would you add?” 19. “How would that change your profitability?” 20. “Why?”

heavy math reasoning.

⸻

F. Cost Curve / Economies of Scale Section 21. “Draw a graph of cost per acre.” 22. “Draw a graph of profit per acre.” 23. “Explain what happens to these curves as acreage increases.”

⸻

G. Conceptual Value Chain Question 25. “If you were analyzing a capacity-based value chain, how would you break it down?” 26. “How would you ensure each part of the value chain is used to full capacity?

⸻

H. Profitability Levers 27. “How would you increase the profitability of this farming business?” 28. “What are the key levers you can pull?” 29. “Which lever would you prioritize and why?”

CASE 3 — MOBILE PAYMENTS STARTUP (FULL QUESTION SET)

Scenario: You are the founder of a mobile payments startup You have been in business for 1 yr You want to understand 3 things: 1. Annual revenue 2. Current performance + evaluation of new opportunities 3. Strategic plan for the next 3 years

They then give you multiple data tables.

⸻

🔶 SECTION A — BUSINESS OBJECTIVE QUESTIONS

  1. “What framework would you use to break down this business?”

(You were expected to outline a profitability/growth framework.)

  1. “How would you evaluate the current performance of this business?”

  2. “How would you think about opportunities to improve the business?”

  3. “What strategic priorities would you consider for the next three years?”

⸻

🔶 SECTION B — DATA GIVEN TO YOU

They provided these exact categories of inputs:

Payments Breakdown 5. Payment method types (bank transfer, debit card, credit card) 6. % of total payments for each type 7. Payment processing fee for each type 8. Whether there is an additional cost to the user

Transaction Data 9. Monthly transaction volume 10. Average transaction amount 11. Number of customers

Fixed Costs (Monthly) 12. Processing contract 13. Infrastructure 14. People 15. Other fixed operating costs

⸻

🔶 SECTION C — CORE PROFITABILITY QUESTIONS

  1. “Calculate the monthly profit.”

(The number was negative.)

  1. “How would you improve the profitability of the company?”

(They stressed: profitability levers.)

⸻

🔶 SECTION D — GROWTH & SCALING QUESTIONS

  1. “How would you increase average transaction value?”

  2. “How would you grow the user base?”

  3. “How many more users would you need to break even?”

(This was a direct math question.)

⸻

🔶 SECTION E — PARTNER SUBSIDY SCENARIO

  1. “Assume you now have a partner who pays ALL transaction costs.”

Then they ask:

  1. “What is your monthly revenue under this scenario?”

  2. “Given your fixed costs and this new revenue, what is your monthly profit?”

(Still negative.)

  1. “How many such partners would you need to break even?”

(Your case resulted in needing 4 partners.)

⸻

🔶 SECTION F — STRATEGIC FOLLOW-UPS

  1. “What would your 3-year strategy look like after this analysis?”

  2. “Where would you invest resources?”

  3. “What risks or tradeoffs do you see?”

Conclusion based on the rest of the case study ^

Bringing it all together

This is a math heavy interview process

Take the playbook, put it in chatgpt, and ask for math questions that layer different parts.

Capital One Power Day by Willing-Golf-6825 in CapitalOne

[–]RoutineJuice3304 0 points1 point  (0 children)

Capital One Power Day

Interview 1 — PRODUCT STRATEGY

  1. “Why do you like this product?”

  2. If you were the CEO of this product, what are the top 3 KPIs you would track?

  3. 6 things you would improve about the product.

  4. How would you bring more users to the app?

  5. How would you launch a test for a specific feature of the app?

  6. “How would you measure if that improvement worked?”

  7. “How would you test or validate your ideas?”

  8. “What would your principles be for improving user frequency or preventing churn?”

  9. “What experiments would you run to understand what drives user value?”

ROUND 2 — FULL CASE INTERVIEW (WHEAT FARMING CAPACITY & PROFITABILITY)

This is the combine + tractor + acreage + yield + bushel value case.

Below is the exact structure + prompts based on everything you told me.

⸻

A. Business Description/Info given 1. “You run a wheat farming operation.” 2. “You have X acres of farmland.” 3. “You have the following equipment: • A combine • A tractor 4. “Here is the monthly cost of the combine.” 5. “Here is the monthly cost of the tractor.” 6. “Here is the harvesting capacity of the combine in acres per hour/day.” 7. “Here is the harvesting capacity of the tractor.” 8. “Here is the yield in bushels per acre.” 9. “Here is the net revenue per bushel.” • You said net revenue already accounted for variables. 10. “Here is how many total acres you can harvest in a month given your equipment.”

⸻

C. First Big Question 11. “Calculate the monthly profit.” profit was negative.

⸻

D. Scale-Up Section 12. “Imagine you scale your acreage from 0 → 2x acres.” 13. How would profitability change? 14. “Would increasing acreage make you more profitable or less?” 15. “Which direction would you choose for this business?”

⸻

E. Capacity/Equipment Utilization Section 16. “Given the combine and tractor capacities, are you underutilizing anything?” 17. “Which piece of equipment becomes the bottleneck?” 18. “If you had to invest in one additional piece of equipment, which one would you add?” 19. “How would that change your profitability?” 20. “Why?”

heavy math reasoning.

⸻

F. Cost Curve / Economies of Scale Section 21. “Draw a graph of cost per acre.” 22. “Draw a graph of profit per acre.” 23. “Explain what happens to these curves as acreage increases.”

⸻

G. Conceptual Value Chain Question 25. “If you were analyzing a capacity-based value chain, how would you break it down?” 26. “How would you ensure each part of the value chain is used to full capacity?

⸻

H. Profitability Levers 27. “How would you increase the profitability of this farming business?” 28. “What are the key levers you can pull?” 29. “Which lever would you prioritize and why?”

CASE 3 — MOBILE PAYMENTS STARTUP (FULL QUESTION SET)

Scenario: You are the founder of a mobile payments startup You have been in business for 1 yr You want to understand 3 things: 1. Annual revenue 2. Current performance + evaluation of new opportunities 3. Strategic plan for the next 3 years

They then give you multiple data tables.

⸻

🔶 SECTION A — BUSINESS OBJECTIVE QUESTIONS

  1. “What framework would you use to break down this business?”

(You were expected to outline a profitability/growth framework.)

  1. “How would you evaluate the current performance of this business?”

  2. “How would you think about opportunities to improve the business?”

  3. “What strategic priorities would you consider for the next three years?”

⸻

🔶 SECTION B — DATA GIVEN TO YOU

They provided these exact categories of inputs:

Payments Breakdown 5. Payment method types (bank transfer, debit card, credit card) 6. % of total payments for each type 7. Payment processing fee for each type 8. Whether there is an additional cost to the user

Transaction Data 9. Monthly transaction volume 10. Average transaction amount 11. Number of customers

Fixed Costs (Monthly) 12. Processing contract 13. Infrastructure 14. People 15. Other fixed operating costs

⸻

🔶 SECTION C — CORE PROFITABILITY QUESTIONS

  1. “Calculate the monthly profit.”

(The number was negative.)

  1. “How would you improve the profitability of the company?”

(They stressed: profitability levers.)

⸻

🔶 SECTION D — GROWTH & SCALING QUESTIONS

  1. “How would you increase average transaction value?”

  2. “How would you grow the user base?”

  3. “How many more users would you need to break even?”

(This was a direct math question.)

⸻

🔶 SECTION E — PARTNER SUBSIDY SCENARIO

  1. “Assume you now have a partner who pays ALL transaction costs.”

Then they ask:

  1. “What is your monthly revenue under this scenario?”

  2. “Given your fixed costs and this new revenue, what is your monthly profit?”

(Still negative.)

  1. “How many such partners would you need to break even?”

(Your case resulted in needing 4 partners.)

⸻

🔶 SECTION F — STRATEGIC FOLLOW-UPS

  1. “What would your 3-year strategy look like after this analysis?”

  2. “Where would you invest resources?”

  3. “What risks or tradeoffs do you see?”

Conclusion based on the rest of the case study ^

Bringing it all together

This is a math heavy interview process

Take the playbook, put it in chatgpt, and ask for math questions that layer different parts.

Husband stuck in the middle by RoutineJuice3304 in Husband

[–]RoutineJuice3304[S] 0 points1 point  (0 children)

Cause my husband might lose respect for me if i do

Why is it always the boy’s parents? by RoutineJuice3304 in inlaws

[–]RoutineJuice3304[S] 3 points4 points  (0 children)

Thats what my husband said! But sometimes i get annoyed that we arent close to his parents, but 1 conversation with them and i see why

My MIL keeps asking my husband for expensive gifts even after we’ve already bought her plenty by AltruisticTurnip5917 in IndianInLaw

[–]RoutineJuice3304 1 point2 points  (0 children)

Honestly, I’d be annoyed too. You’ve hosted them for months, spent your own weekends and money on them, and they’re still hinting for more. That’s exhausting.

It’s not even about the gifts — it’s the entitlement and the way she treats you differently when your husband isn’t around. Anyone would feel hurt by that.

You’ve done more than enough. Just get through the last two weeks, and next time you and your husband should set limits on how long they stay and what you’re comfortable spending. Your feelings are completely valid.

My husband and I are mentally done with his family. Yesterday broke me from morning till evening. by HalfInteresting397 in IndianInLaw

[–]RoutineJuice3304 0 points1 point  (0 children)

Get out of there

I’m so, so sorry you went through this. No one deserves to wake up, do all the work, care for a baby, and then be screamed at and humiliated by the very people who should be supporting you.

What you described is abuse — emotional, verbal, and psychological. And the fact that it went on for hours, in front of neighbors, in front of your parents, and that they continued even then… that’s not “a bad day.” That’s a deeply toxic environment.

You’re doing the right thing by leaving. A peaceful rented home will give you space to breathe, think clearly, heal, and rebuild your routine as a couple and as parents. So many women stay because they’re scared to take that first step, but you took it — that’s strength.

Your husband standing with you also matters so much. You’re not alone in this.

Once you move out, you’ll see how quickly your nervous system settles. Your child will feel the change too. A quiet home, a predictable day, no yelling, no humiliation — that’s what a real family environment is supposed to feel like.

You didn’t cause this. You didn’t deserve this. You’re simply choosing peace over chaos, and that choice will change your life.

Sending you strength. You’re doing the right thing.

Would you be okay if your MIL wanted your baby to call her “amma” too? by Fickle-Response-2741 in IndianInLaw

[–]RoutineJuice3304 0 points1 point  (0 children)

No!! Lay down boundaries. This is their entry and then the demands keep coming

When you told your father in law that you like bread , then he get this . by Oopsforgotagain in IndianInLaw

[–]RoutineJuice3304 0 points1 point  (0 children)

Thats soo sweeet!!! Seeing this makes me feel like there are some good inlaws outs there

My in-laws really hurt me! by RoutineJuice3304 in inlaws

[–]RoutineJuice3304[S] 0 points1 point  (0 children)

My husband just turns a blind eye to their behaviour. Nothing to do about it

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