There are Corvette fans for whom the base US$68,300 car is plenty powerful enough. After all, it produces 495 horsepower and can reach 60 miles per hour in 2.9 seconds. But hold on, there’s also the approximately US$115,000 Z06—with 670 horsepower and able to reach 60 in 2.6 seconds. These split seconds are important for busy people—and for marketing claims. And if that’s not enough go power, there’s the even more formidable 900-horsepower ZR1 version of the Corvette, starting around US$150,000. The hybrid E-Ray, at US$104,900, is pretty potent, too.
But if they’re still too slow, fans of American-engineered muscle can consider the exclusive Texas-built Hennessey Venom F5, a limited-edition carbon-fibre hypercar. Ten years ago, the Hennessey became the world’s fastest production car, defeating the Bugatti Veyron Super Sport, with a top speed of 270.49 miles per hour.
That world title is much sought after, and is currently held by the Sweden-built 1,600-horsepower Koenigsegg Jesko Absolut, with a two-way average top speed of 277.8 mph. But Hennessey is still very much a contender. The company is hoping the 1,817-horsepower F5 (with 1,192 pound-feet of torque) can exceed 300 mph on the track this year.
![](https://kanebridgenews.sg/application/assets/2024/05/im-30272552_3000-scaled.jpg)
Hennessey photo
Hennessey’s previous Venom GT model (introduced in 2010) was based on the Lotus Exige, with a GM LS-based engine, and was built by partner Delta Motorsport. Spokesman Jon Visscher tells Penta , “The new Venom F5, revealed in 2020, is a 100%bespoke creation—unique to Hennessey and featuring a Hennessey-designed 6.6-litre twin-turbo V8 engine boasting 1,817 horsepower, making it the world’s most powerful combustion-engine production car.” Leaps in performance like this tend to be pricey.
This is a very exclusive automobile, priced around US$2.5 million for the coupe, and US$3 million for the F5 Roadster announced in 2023. Only 30 Roadsters will be built, with a removable carbon-fibre roof. The 24 F5 coupes were spoken for in 2021, but if you really want one you could find a used example—or go topless. In a statement to Penta , company founder and CEO John Hennessey said that while the coupe “is now sold out, a handful of build slots remain for our Roadster and [track-focused] Revolution models.”
Only 24 Revolutions will be built in coupe form, priced at US$2.7 million. There’s also a rarefied roadster version of the Revolution, with just 12 to be built.
![](https://kanebridgenews.sg/application/assets/2024/05/im-81516547_2385.jpg)
Hennessey photo
The Venom F5 coupe weighs only 3,000 pounds, and it’s not surprising that insane speeds are possible when combined with a hand-built motor (nicknamed “Fury”) created with power uppermost. The V8 in the F5, installed in a rear mid-engine configuration, has a custom engine block and lightweight forged aluminum pistons, billet-steel crankshaft, and forged-steel connecting rods. Twin turbochargers are featured. The F5 can reach 62 mph in less than three seconds, but top speed seems to be its claim to fame.
The driver shifts the rear-wheel-drive car via a seven-speed, single-clutch transmission with paddle shifters. The interior is not as spartan or as tight as in many other supercars, and is able to handle very tall people. The butterfly doors lift up for access.
“With 22 customer Venom F5 hypercars already delivered to customers around the world, and a newly expanded engineering team, we’re focusing the Venom F5 on delivering on its potential,” Hennessey says. “Breaking 300 mph in two directions is the goal we aim to achieve toward the end of this year to claim the ‘world’s fastest production car’ title.”
Hennessey says the car and team are ready. “Now the search is on for a runway or public road with a sufficiently long straight to allow our 1,817-horsepower, twin-turbo V8 monster to accelerate beyond 300 mph and return to zero safely.” The very competitive Hennessey said the track-focused Revolution version of the F5 set a fastest production car lap around Texas’ 3.41-mile Circuit of the Americas track in March, going almost seven seconds faster than a McLaren P1.
The Revolution features a roof-mounted central air scoop (to deliver cool air to the engine bay), a full-width rear carbon wing, larger front splitter and rear diffuser, tweaked suspension, and engine cooling. It’s got the same powertrain as the standard cars, but is enhanced to stay planted at otherworldly speeds.
What a quarter-million dollars gets you in the western capital.
Alexandre de Betak and his wife are focusing on their most personal project yet.
Working a regular day, even into the evening, is for mere mortals. Those out to impress start well before dawn.
As a competitive rower in my long-ago prime I sometimes used a racing strategy called fly and die. Sprinting to an early lead often yielded a fast overall time, even if I couldn’t hold my torrid pace through the finish line.
Some professionals take a similar approach to their desk jobs, starting their workdays with a 5 a.m. to 9 a.m. shift. They are up before the sun—and, more important, before their co-workers—to get a jump on the workday and impress the boss.
Nothing screams go-getter like a predawn email! Getting stuff done early allows them to clock out midafternoon and still look like stars, even if their routines require Ben Franklin-esque sleep schedules and vats of caffeine.
Melissa O’Blenis rises by 4:30 a.m. for prayer and Peloton time before starting her job at the digital consulting firm Argano.
“I just love checking things off my list,” she says. “I need that focus time away from Teams messages, email notifications and text alerts.”
A mother with two sets of twins, O’Blenis, 48, often breaks for her kids’ afternoon sports without feeling guilty or judged. Colleagues jokingly call her Granny because her 9 p.m. bedtime makes the early starts possible. But Granny got the last laugh when she was promoted to a director-level role in March.
More than 90% of knowledge workers want to flex their hours, according to surveys by Slack’s Future Forum . In the pandemic many of us got in the habit of handling personal commitments during standard business hours, then catching up on work tasks later .
Now that the office battle is largely over, fighting a return to rigid, 9 a.m. to 5 p.m. schedules might be workers’ last stand. But managers complain about afternoon dead zones when employees are out of pocket.
The solution for more workers is starting sooner instead of finishing later. Workflow software maker Asana reports that 21.4% of users are logging on between 5 a.m. and 9 a.m. this year, up from 19.8% in 2021. About 12% of work tasks are completed before 9 a.m., the company says, compared with 10% before the pandemic.
Early-bird bosses
Gibran Washington and his basketball teammates at Hofstra University used to run at 6 a.m. He maintained his early wakeups while climbing the ranks in food-and-beverage management.
By 9 a.m. meetings, he had already exercised, meditated and put in a couple of hours of work.
“I always found myself more prepared than my colleagues who hadn’t had their first cup of coffee yet,” says Washington, 40, who doesn’t drink coffee. Now he is chief executive of Ethos Cannabis, a chain of 12 dispensaries in three states, and rises as early as ever.
Waking and working ahead of the pack is a common CEO habit, from Apple ’s Tim Cook to General Motors ’ Mary Barra . Even if your ambitions are less grand than the corner office, starting early could help you stand out for one simple reason: The boss is probably up, too, and taking notice.
Matt Kiger says being the first one into the office helped him catch his manager’s eye and advance after changing careers from education to media sales. He would set his alarm for 5 a.m., hop a train from Connecticut to New York and be at his workstation before 7.
“I thought, ‘What is it going to take to break through?’” he recalls. “‘It’s going to take being there when my boss comes in, already at my desk making phone calls.’”
Now a senior vice president for digital sales at Townsquare Media , Kiger, 47, says much of the daily communication among company leaders happens by text and phone from 6 a.m. to 8 a.m. It’s possible to succeed as a night owl, he says, but people who sleep in risk missing a window when many executives are awake and accessible. While some working parents can’t swing early-morning meetings, others like Kiger say they are the key to being present at kids’ after-school activities.
Getting the worm
Matt Sunshine—whose surname surely predestined him to be a morning person—wakes at 5:30 a.m. to read the news. Then he cycles or takes a Pilates class and is on his computer by 7.
Sunshine is CEO of the Center for Sales Strategy in Tampa, Fla., which helps healthcare, media and professional-services companies generate leads. He doesn’t expect his 55 employees to follow his schedule but says it becomes progressively harder to get his attention as the day goes on and his calendar fills up with meetings. He also tries to log off by 5:30 p.m. for family time, so working after hours won’t necessarily make an impression.
“If you want to get my attention, a good time to get me is first thing in the morning,” Sunshine, 55, says. “Because people know I’m an early riser, I think that does influence other people to do the same.”
Elvi Caperonis’s morning routine is next-level organised. Her alarm rings at 6 a.m. She goes for a run at 6:30. At 7 she showers and eats breakfast. At 7:30 she opens her laptop and sets a timer for 25 minutes. That’s her first block to focus on the most important task of the day before a five-minute break. She repeats the on-off work pattern throughout the day.
Caperonis, a technical program manager at Amazon , makes a daily to-do list with nine items. She rates one critical, three medium-level and five lower-priority. This helps her work efficiently and in the right order.
The 41-year-old works from home in Florida and often picks her daughter up from school at 2:30 p.m., freedoms she has preserved partly by being highly productive early in the day, she says. Much of her job involves identifying potential risks to a project’s success, and when she sends an early-morning alert it arrives really early for company leaders in the Pacific time zone.
“They appreciate having that information first thing when they open their email,” she says. “In my experience, leaders are also early birds.”