Executive Scorecard
Q2 goals were set at the close of Q1. This scorecard tracks each against outcome. We fill the Result column once actuals land.
| Q2 Goal (set in Q1) | Success Metric | Result | Notes |
|---|---|---|---|
| Property 1 fully rented by Q2 end | House 100% occupied | Met | Rented to a single tenant — potential 2–3 year long-term contract |
| Car 2 profitable; add 1 more car | 3 profitable cars | Partial | 2 rental cars live & performing (Chevy + Mustang, both in Indy). A 3rd rental car is still an open decision; the flip is separate |
| Complete 1 car flip on time & budget | 1 flip + process review | In Progress | First car bought ($3,000 + repairs) & registered; awaiting title to transfer to Rebekah, then sell |
| Run 2 profitable events (incl. Holi) | 2 successful events | Dropped | Acculturis closed after evaluation → pivoted to Cleaning Services |
| Isaac completes certification → open Property Mgmt front | Exam passed; front opened | TBD | New business line for Q2/Q3 |
The State of Noor Holdings
Portfolio-level view: which projects are live, how each is growing, whether any should be paused, and what new fronts open next.
Active Portfolio
- Live projects
- Property 1 · Turo Rentals (Car 1 + Car 2) · Car Flipping · Cleaning Services (new)
- Closed this quarter
- Acculturis — wound down after evaluation; capacity redirected to Cleaning Services
- New front (opened)
- Cleaning Services — live, in build-out (recruiting staff; deadline to be set shortly)
- New front (planned)
- Property Management — opens once Isaac completes certification
- Projects to drop/freeze
- None. Cleaning Services being evaluated with a near-term deadline; all others continue
- Next fronts to explore
- Actively scanning for opportunities where demand is strongest
Current Projects
Each project reviewed through three lenses: what improved since Q1, what still needs work, and how we grow it. Green/amber/blue columns get filled as we discuss.
Property 1 GOAL MET
The vendor arrangement with Terri fell through — she ultimately couldn't work with us, so we returned to sourcing tenants ourselves via Zillow. After also exploring outside property-management services, we found a tenant directly through Zillow — saving the property-management fees.
The tenant runs a daycare and is a strong long-term fit (2–3 years). Move-in: May 29, comfortably ahead of the June deadline we had committed to. The house is now fully leased; the rent covers the mortgage, leaving mainly ongoing maintenance to manage.
✓ Improved since Q1
- Full occupancy achieved by deadline (May 29 move-in)
- Long-term daycare tenant, 2–3 year horizon
- Saved PM fees by closing via Zillow directly
- Rent covers the mortgage
△ Improve further
- Refinance to cut mortgage rate (lift profit)
- Stay on top of maintenance
➜ Grow
- Income now stable → green-light evaluating Property 2 (the one scoped in Q1)
Turo Rentals
Chevy (Car 1) remains successful and is performing even better than before. Airport pickups were added — expected to increase rental days.
Mustang (Car 2) was relocated from Chicago to Indianapolis. From February to early June it managed only a single booking in Chicago. After setup, it went live on Turo around June 20–21 and landed a booking on June 22 — within a day or two of posting. Strong validation that the move was the right call. It's only ~2 weeks in, so we'll watch how it builds.
✓ Improved since Q1
- Chevy stronger than before; airport pickups added
- Mustang moved to Indy — booking within a day of going live (Jun 22)
- Solved the Chicago hosting gap by relocating
△ Improve further
- Build Mustang's booking volume (2 weeks in)
- Confirm sustained profitability for Car 2
- Keep growing Chevy's booked days
➜ Grow
- Push Mustang toward Chevy-level performance
- 3rd car still desired — needs a decision this quarter
- Add a 3rd rental car? Target was 3 profitable cars — still open, needs discussion on timing & budget.
Car Flipping FIRST FLIP IN PROGRESS
We purchased our first car for $3,000 after fees at the Indiana Public Auto Auction, then completed the needed repair work. It had to be registered and filed; per the auction's process it was registered under the buyer's personal name.
Where it stands: we're waiting for the physical title to arrive by mail. Once it does, we'll transfer the title to Rebekah's name and then sell it for as much as we can.
✓ Improved since Q1
- Moved from research to action — first car bought ($3,000 after fees)
- Repairs completed
- Registered & filed
△ Improve further
- Receive title → transfer to Rebekah
- Sell at the best achievable price
- Track total cost basis (purchase + repairs + fees) vs. sale price
➜ Grow
- Process review after this first flip
- Build a repeatable flip playbook
- Title in transit by mail → transfer to Rebekah, then list for sale.
Cleaning Services NEW FRONT
The current bottleneck is staffing. We're actively recruiting via Facebook groups, Care.com, and Nextdoor, testing different ad styles to attract people genuinely interested in this work. Next step: expand to LinkedIn and Indeed.
✓ Progress this quarter
- Business launched as the replacement front
- Recruiting live on Facebook, Care.com, Nextdoor
△ Improve further
- Find & hire reliable workers
- Extend hiring to LinkedIn / Indeed
- Set a firm evaluation deadline & success metric
➜ Grow
- Land first paying jobs, prove the model
- Define target customers & service area
- Set the evaluation deadline & success metric for Cleaning Services (e.g., first N jobs + reliable staff hired by a target date).
Property Management NEW FRONT
Isaac is still working toward the certification. With Q2 closing, this needs a status check before we commit a launch date.
✓ Improved since Q1
- Certification in progress (ongoing)
△ Improve further
- Complete the exam / certification
➜ Grow
- Define service offering & first clients
- Where does Isaac's certification actually stand right now?
- Are we ready to open the Property Management front, or still lagging?
- What firm deadline do we set to move it forward?
Acculturis CLOSED Q2
Team & Culture
Where the team stands, strengths and gaps, and individual growth conversations.
The Q1 weakness was communication and shared tool/resource usage. This quarter we made real progress on the tooling side: for finance we adopted the Wave app and use its data to build dashboards for each project (Property 1, the Turo business). Those dashboards let us automate tracking, surface better insights, and make informed decisions based on each project's actual performance.
✓ Improved / Strengths
- Adopted the Wave app for finance
- Building dashboards from Wave data → automation & insights
- Informed decisions by seeing each project's performance (Property 1, Turo)
- Team still strong, cohesive, accountable
➜ Develop
- Extend dashboards/automation to more workflows
- Private 1:1s: "winning at / grow toward"
Finances
The real picture, how it fits the strategy, and the concrete moves toward sustainability.
State of the Union
Revenue has started to come in, but overall profitability remains a way off. Noor carries a large startup debt (with time/patience to repay) and has not yet paid down current assets. The biggest liability is still employee salaries — covering them is the near-term imperative for continuity. This is the reality and a team challenge, not an alarm.
The Q1 plan was to formalize accounting by Q3 and evaluate Wave. We're ahead of that: a Wave account is now being maintained for the property and the cars, and dashboards provide the insights layer on top. The financial picture is now easy to track and well-organized. Property 1's rent covering the mortgage (leaving only maintenance) further steadies the base.
✓ Working
- Revenue arriving across projects
- Property 1 rent covers the mortgage
- Wave + dashboards live — tracking well-structured
△ Priorities
- Refinance Property 1 → lower rate, higher profit
- Cover salaries; pay down assets
➜ Systems
- Sharpen dashboards for deeper insight
- Automate more of the finance workflow