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The Most Successful Leaders Never Stop Learning


ALISON BEARD: Welcome to HBR On Leadership. I’m HBR Executive Editor Alison Beard. On this show, we share case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock the best in those around you. We carefully curate this feed from across the HBR portfolio, aiming to help you unlock your next level of leadership.

I hope you enjoy the episode.

CURT NICKISCH: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Curt Nickisch. I’ll confess when I hear someone say, “That person has a lot to learn,” I picture someone in over their head or maybe new in their career just starting out in a corporate job or green in their dream role at a nonprofit. I don’t picture someone at the top of the organization, the executive director or CEO. But our guest today does picture that person, because our guest today was that person, a longtime executive who fundamentally believes that the best leaders recognize the need to learn continually, and they actively pursue the best ways to do that.

David Novak is the former chair and CEO of Yum! Brands, where he scaled KFC, Pizza Hut, and Taco Bell into one of the globe’s biggest restaurant companies. He didn’t have the education and pedigree you might expect, but he attributes his success to the fact that he’s always been hungry to learn.

Novak wrote the new book, How Leaders Learn: Master the Habits of the World’s Most Successful People. David, thanks for coming on the show to share what you’ve learned.

DAVID NOVAK: Curt, it’s my honor. I look forward to the conversation.

CURT NICKISCH: Why is learning so important to you?

DAVID NOVAK: I can tell you that learning has been the single biggest skill that’s helped me succeed in life and in my career. I’ve always been a person that just took the opportunity to learn from new experiences, my environment, from other people, from ways to become more curious from the experiences that I’ve had, that I’ve always taken the time to learn.

And it became very important to me because as I was developing and growing Yum! Brands, I’ve always had to really try to identify the high potential talent or hire great people that could come in and make our company better. And I realized that the very best people we had in our company were avid learners.

And then when I moved on from Yum! Brands and I focused on my passion, which is developing leaders, helping people become the best leaders that they can possibly be. But what I wanted to do, Curt, was basically share everything that I’ve learned about learning and help people master that skill because I believe it defines the most successful leader.

CURT NICKISCH: How do you define learning? Or how do you think of it, yourself?

DAVID NOVAK: Well, I think learning is the capacity to build know-how that helps you develop as a person, helps you grow your business, helps you move up in your career. And as I wrote this book, How Leaders Learn, I focused in on three aspects of learning. One is to learn from the people and environments and the experiences that are available to you right now. This would be like, how can you learn from your upbringing? How can you learn from new environments? How can you learn from people that are already in your network that you can just access? So I really honed in on that.

The second thing is I think that you have to learn how to really be curious and open-minded and make that a habit. So I wanted to help people get the learning that would help them develop the thinking skills to be really successful. And that’s like learning to listen, which is so fundamental, but a lot of people just don’t do it. Learning how to ask better questions, learning to see reality, see the world the way it really is not the way you want it to be. Learning to take the time to reflect so that you can really understand who you are and what you need to become.

And then the third aspect of learning that I really tried to hone in is by learning from the experiences that you have in your life. And this leads to the insights that I think really drive action. And that’d be things like learning to recognize on purpose, which was the key to my success in building the culture that we had that I think really drove results. Learning to prepare. That’s really, really important. And learn by reflecting and taking the time to seek new knowledge.

CURT NICKISCH: What is your advice to somebody maybe earlier in the career or a leader who is trying to choose the environment for them to become the best senior leader they can be? How do you advise people to put themselves into a place where they’re going to get the most learning and have the best chance at being successful

DAVID NOVAK: When anything starts to be rote and when anything starts to just be routine and you’re just going through the humdrum of going to work and doing what you know how to do well, I always say that’s the time you want to seek new environments that push you and get you out of your comfort zone and will help you really grow. So I think you have to be in tune with yourself and you have to have a dissatisfaction with the status quo. Not only for the business that you might be working in where it pushes you to come up with new ideas and make new things happen, but have that healthy dissatisfaction with the status quo for yourself as well, so that you can really keep pushing yourself so that you grow and you build more skills and you can make a bigger impact for your company and help the people that you have the privilege of working with.

CURT NICKISCH: How do you know when the challenge is right? How do you assess that new environment that you’re deliberating is going to be the right place for you to go next?

DAVID NOVAK: Well, I think you have to have a real strong understanding of where you’re at in your life and in your career and how people see you. I used to run marketing for Pepsi-Cola Company, and every quarter I would go meet with Wayne Calloway, who was the chairman of PepsiCo, the holding company.

And we always had these great conversations. And finally one day, Curt, he said to me, “What do you want to do, David, in your career? How are you looking at yourself?” And I said, “Well, I want to be a division president.” And PepsiCo had KFC, Pizza Hut, Taco Bell, Frito-Lay, and Pepsi. I didn’t care which one, but I wanted to run a business. And he said to me, he said, “David, you’re a really good marketing guy.” And I said, “Well, Wayne, I want to be in charge of the P&L. I want to be in charge of the division. I want to really run the whole shooting match.” He says, “David, you’re a really good marketing guy.”

And that gave me the self-awareness that I was going to have to demonstrate to him that I was more than a marketing person. He even said, “David, I’ll make you head of marketing for PepsiCo so we can grow our talent that’s so important to us.” That’s not what I wanted. So a month or so later, the chief operating officer job came up at the Pepsi-Cola company, and I was the marketing person, I had to demonstrate I was more than just a marketing person, so I went to my boss and I asked for the new challenge, the new environment. I asked to become the chief operating officer of Pepsi-Cola Company without having operating experience.

CURT NICKISCH: And knowing that they didn’t see you that way.

DAVID NOVAK: You know, I actually I went to the CEO of Pepsi-Cola company, Craig Weatherup, and I said to Craig, “I understand there’s a risk in this, but if I’m not doing a great job in six months, you can either fire me or you can put me back in marketing. But this is something that I really know that I need to do, and I think I can do it.”

Now, why would he even think that I could do it? Well, I’d been put in new environments before and I had succeeded. And the track record that I had in doing that was enough to give him the motivation to say, “Okay, I’m going to give this guy a shot.”

CURT NICKISCH: You also had the opportunity to go to Frito-Lay and run that Snack Foods division. And that technically, based off of what we’ve been talking about, is something that maybe you should have done. It would’ve been another part of the company that you didn’t know very well. It would’ve been a new challenge, it wasn’t your area, and you said no and you don’t regret it. How so?

‘DAVID NOVAK:  Well, I think one of the things I’ve learned is that you need to focus on what truly gives you joy. I had worked with Frito-Lay and I had great respect for the company, and I’d also worked in Pepsi-Cola Company, and these are packaged goods businesses. They’re very different than the restaurant business.

I learned that I loved the restaurant business. I love food, so I love just going down when working with R&D themes and just developing new products. It was fun and it was relatively easy to do. I loved marketing. There was no industry I’d ever knew of or had been in where if you could start advertising on one day and three days later you could have 10% mix, it was almost like direct response. So it was like the marketing skill that I had was something that I really enjoyed and really had great applicability to it.

And I love people, and the restaurant business is all about people. You know, I love going out and working with the front lines, and I really love the humility of the restaurant business. These are people who just are… They wake up every day, they’re great Americans, they work their butt off. I just loved it.

And when I thought about going to Frito-Lay, I just didn’t have the same kind of passion for the packaged goods business. And so I turned the business down because I really believe you need to follow what gives you your joy and what makes you happy. And when you can get into a situation where you’re joyful about what you do and you look forward to it every day, you’re not really working, you’re really pursuing your hobby and your love. The only reason why I would’ve gone to Frito-Lay, it’d have been more prestigious, it would’ve been a bigger business, but that isn’t what really turns me on.

CURT NICKISCH: Yeah. Well, it’s interesting because you used the word passion here to talk about taking on new opportunities that you’re excited about, but also passion for doing what you like. So you may have those opportunities where you might be able to learn something new but just might not enjoy it. And you’re saying avoid those and make sure you seek out an opportunity where you can learn and can enjoy it at the same time.

DAVID NOVAK: Yeah, I do think that if you have that choice, that always works best, but you have to understand where you’re at in your career. Sometimes you have to take on some potential risk and some potential pain to get the learning that you’re going to need to get you to where you ultimately want to go. And that was the chief operating officer role for me at Pepsi. It wasn’t my cup of tea. I much preferred everything that I was doing in the restaurant business and running operations for Pepsi. But I learned so much by doing that that I don’t think I could have been nearly the kind of leader I was at KFC and Pizza Hut and Taco Bell and ultimately Yum! Brands without getting that experience.

CURT NICKISCH: Yeah. So how did you approach that just from a learning mindset?

DAVID NOVAK: I think you have to learn to fill your gaps. I would assess myself as a good leader, a good team builder, but I didn’t really understand operations. As a marketing person, I would go into the bottling plants and basically feign interest and be really thinking about all the marketing things that I needed to be doing. But I didn’t really understand the business from the ground up. And that’s probably why Wayne Calloway had questions about me because he probably saw me feigning interest and not really being into it that much.

So I needed to learn, and the best way I could learn is to fill the gap, the knowledge gap that I had on operations. So what I did is I brought in all the best operators in the company and I asked them what was working, what’s not working, what processes needed to be fixed.

The other thing that I did is I went out. Every week I would leave on Monday and come back on Friday, and I visited bottling plants and I met with the frontline and I had round tables and I would ask what was working, what’s not working. You have to be able to learn to listen. And so what I did when I was out there is I’d listened and I’d really understood what the problems were. And I had a lot of power in the Pepsi-Cola company because of the role I had.

And once I realized we had a problem, I could put the resources on that problem and get it fixed so that we come up with better processes that would help us with our route truck loading or better processes that could help us make sure we didn’t have out of stocks or better processes to work through the pricing models that we had.

So the fact that I listened to what the issues were and then took action. You know, you can be an avid learner and you can become really book smart. You can learn everything and be of interest to you, but what you have to do is take that learning and turn it into insights and action and use it to drive results. So I started out thinking the best leaders were avid learners – you got to be an active learner so that you take the learning that you get and you turn it into action.

CURT NICKISCH: As part of your work, you visited a team where somebody who’d been there for a long time was retiring. This man was named Bob. And you were there as they were going around and everybody was talking about everything that Bob had done for them and how important he was. And you noticed that Bob was at the end of the table there in tears, and you asked him about it.

DAVID NOVAK: Yeah, I said, people were all this praise on him and I said, “Bob, people love you. You’re the best at what you do. Why are you crying?” He said, “Well, I’ve been in this company for 47 years and I’m retiring in two weeks, and I didn’t know what people thought about me. I didn’t know that I was seen this way.” And that hit me in the gut, and it was like from that day on, I wanted to make sure that the people, the Bobs of the world, were appreciated for what they do. And I said to myself that I’m going to make recognition the number one cultural behavior I drive in whatever team or business that I lead.

CURT NICKISCH: So this was – that’s an active choice, I guess, is why I’m trying to draw that out, right?

DAVID NOVAK: Yeah, absolutely. I decided I was going to make it the biggest behavior that I would have as a leader. And that if I ever got a chance to run a company, I’d make it the distinguishing characteristic and behavior that would set us apart. And it’s interesting, when I did get to become the president of KFC, I started recognizing people by giving out this rubber chicken. It was fun that I did it, but what happened is everybody saw the power of recognition. And everybody on my team, they developed their own individual recognition awards. And then we cascaded it all around the world. And recognition became the number one key to our culture and the reason why we felt like we were able to attract and retain the best people.

CURT NICKISCH: You share then from your experiences and from a lot of the people that you’ve spoken to and interviewed, you share a lot in the book. And I just want to almost do a little bit of a lightning round and run through some of the advice that you have, some of these practical tips that you have. Learning by failure, that’s a common thing to hear. What’s your advice about learning from failure?

DAVID NOVAK: Failure is information. Take it, learn from it, and make sure that you move forward with new knowledge.

CURT NICKISCH: And by the same token, success is information too.

DAVID NOVAK: Winning is a great opportunity to learn from. Find the winners, find out why they’re winning, and then say, “How can I win too?”

CURT NICKISCH: Truth tellers. You write that you want to have those in your circle of friends and colleagues. Tell us about that.

DAVID NOVAK: Pursue truth with everything that you have. Chase it like it’s the most important thing. Make sure people know that you want the truth and that that’s so important to you, and then you’re going to get the kind of knowledge and learning that allow you to do the right thing.

CURT NICKISCH: Snap decisions. How do you see those?

DAVID NOVAK: Snap decisions can only be made well if you have the experience that gets you to the right end. I think snap decisions are dangerous. You got to have enough facts to make sure your decisions are correct.

CURT NICKISCH: Conversely, this idea of slowing down, listening, processing information, is that undervalued or overvalued?

DAVID NOVAK: I think you have to slow down to go fast. Too many times people skip the important steps to get people involved and committed, and it ends up taking them longer to get where they want to go.

CURT NICKISCH: What about pattern thinking and recognizing patterns?

DAVID NOVAK: Will make you smarter than you ever thought you could be. There’s so much information you can glean by looking how other people are doing things and then taking what seems to be a totally different category or a totally different business situation, and then asking yourself, “How could I take that learning and apply it in my business?”

And it becomes one plus one equals three.

CURT NICKISCH: What’s a good example of that?

DAVID NOVAK: Well, my best example of pattern thinking is when I was working with Frito-Lay when I was in the advertising agency business. I knew that we needed to bring forward some new product ideas to help grow Doritos, which was our biggest account. So I took my team to the grocery store and I said, “Guys, we’re going to go up and down every aisle in the grocery and see what’s growing and see what’s happening in the industry.” And so we went up and down every aisle and we got to the salad dressing section. And at that point in time, ranch dressing was a new flavor and it had lots of facings, lots of point of purchase, which means that it was very successful and people were really trying it.

And so I came back with the team. I said, “This ranch dressing is very interesting. I wonder if we could do a Doritos with a ranch flavor.” And we all talked about it and I said, “That could be a good idea.” So I called Dennis Heard, the head of R&D at Frito-Lay and said, “Dennis, you think we could make a ranch-flavored Dorito?” And he says, “Absolutely.” And I said, “Well, let me tell you something. It’s the fastest growing flavor in the salad dressing market, and I think it could be a hit for us.”

And I’ll never forget going over to Frito-Lay with Dennis. When those ranch flavored Doritos came off the line, I mean, they were unbelievably good. They were so delicious, and we knew we had a winner. And then we did some pattern thinking on what had made Nacho Cheese Doritos so successful. Well, Nacho Cheese Doritos was successful because it took a known quantity – cheese – and then we named it with the unique image when we called it Nacho Cheese Doritos. Nacho was the unique image. I said, “Well, we need a unique image for Ranch.” And so we came up with the idea to call it Cool Ranch Doritos, and we launched Cool Ranch Doritos, and it was enormously successful.

And you’ll see ranch-flavored potato chips, ranch everything now. But we started that. And guess where that idea came from? Not by going up the snack aisle. It came from going to the salad dressing aisle and just by saying, “Okay, if ranch flavor is great in salad dressings, could it be great on a chip?”

CURT NICKISCH: Well, that came from a question too, and you also recommend learning how to ask better questions and being more deliberate in your interrogation of an idea.

DAVID NOVAK: Absolutely. The best question that I think you can ever ask is, “What would you do if you were me?” And I think if you want to pick up insights on how you can be a better leader or issues that need to be solved, ask that question. And one thing I will say, Curt, is don’t ask it once when you’re talking to somebody because they’ll say, “Oh, nothing. Everything’s great.” Then ask it twice and they’ll say, “Oh, things are really good.”

Then ask it that third time. And they’ll say, “Well, one thing we might should be working on is cutting the bureaucracy out that we have, or stop being so focused on our food costs because our product quality’s moving.” But people aren’t going to tell you if you have a lot of power what needs to be done unless they know that you really want to hear it. And so I think sometimes you got to ask that question more than once to get the answer.

CURT NICKISCH: Wow. Yeah. What are some of your other favorite questions?

DAVID NOVAK: One that I really think every leader should think about or everybody should think about is, “What would happen if a hot shot replaced me?” If somebody came in and took your job, what would they do? Well, you usually know what needs to be done, and you haven’t done it yet, so you might as well do it so you can keep your job.

So I did that when I was CEO. I said, “If somebody came in and took over the CEO job at Yum! Brands, what would they do?” I said, “Well, you’re growing, but you know who’s growing faster than you? McDonald’s. McDonald’s is outperforming you. Yeah, you’re doing well. The stock’s going up, et cetera, but you should be doing a lot better.”

So what we did is we went out and we studied McDonald’s. We had what we called a global immersion day on McDonald’s where every management team around the world went in and spent a day going into McDonald’s and trying to come up with the keys to their success. And then we coalesced around the things that we would do based on that learning to help us grow sales, like having an everyday value menu or making sure that we had a dessert or making sure that we leveraged our asset throughout the day because we didn’t have breakfast. We started doing those kinds of things, and sure enough, our same store sales improved.

CURT NICKISCH: Some listeners might be thinking, “I’m one of those people who sort of feels like I’ve learned what I’ve learned and I’m an expert and I’m here to basically tell things or explain things and I’m not sort of a naturally inquisitive, just perpetually curious person. So asking questions and thinking about learning and listening isn’t something that comes naturally to me.” Do you have to be an intrinsically curious person to be a good learner, to be an active learner? Or is that a behavior you can learn, do you believe?

DAVID NOVAK: Well, what I’m hoping that this book does, Curt, is help people learn how to be an active learner. Because a lot of times people have it within them, but they don’t do it. And a lot of these people who think that they’re at the point now where they’re in the telling mode, they’re going to be the one that stall out, so they’d better be happy where they’re at. They better be happy that, “This is where I’m at. This is my station in life.”

But they also better be aware because there’s going to be someone coming up that is learning more and is uncovering new things and is bringing forward the new ideas that can grow a business and you’ll ultimately get replaced. I think that if you’re able to move up an organization or you’re able to get a job, you have the learning capacity.

The sad thing is, is people don’t take advantage of it because they get so locked in on what they’re doing. They’re not looking outside enough so they can learn how to do it even better or make themself better. So I think it can definitely be taught, but obviously if you’re naturally curious, you have a big advantage.

And I really believe the most successful leaders in the world that I write about in this book, and there are over 80 people that we share stories with in this book, these people are very curious. They have this trait. So if you need any incentive to learn how to be a better learner, know that it’s a huge advantage for all the people that have been able to climb up to the top in almost any industry or vocation.

Let’s say you’re middle management and you’ve been assigned a project that you’re supposed to take and drive action on. I would recommend that whatever you’re working on that you ask yourself, “Where can I get know-how that will accelerate my learning and therefore get us to the best possible result?”

So let’s say you’re working on new products – I would really look at what everybody else is doing in the world of new products and say, “Okay…” Let’s say you’re at Taco Bell and you really admire what Adobe’s doing, okay? I would get a hold of that middle manager in Adobe that’s working on new products and say, “Hey, let’s share some information together” and I’d go learn from them.

I would try to get a know-how map and I’d identify every place where I could potentially go to build my know-how and my learning on whatever I’m working on. And I would start reading the book that I needed to read, going to see another company that I need to see, go talk to a leader that I admire, but I would figure out who are the people, who are companies, who are the authors that I can learn from that will help me get to where I need to go?

ALISON BEARD: HBR On Leadership will be back next Wednesday with another hand-picked conversation from Harvard Business Review. If this episode helped you, please share it with your friends and colleagues, and follow the show on Apple Podcasts, Spotify, or wherever you listen to podcasts. While you’re there, consider leaving us a review.

When you’re ready for more podcasts, articles, case studies, books, and videos with the world’s top business and management experts, find it all at HBR.org.

This episode was produced by Mary Dooe. On Leadership’s team includes Maureen Hoch, Rob Eckhardt, Erica Truxler, and Ian Fox.

Music by Coma Media.

The RealReal CFO Sells 51,585 Shares as Stock Surges 46% This Past Year


Ajay Gopal, the chief financial officer of The RealReal (REAL +3.39%), reported the sale of 51,585 shares of common stock in an open-market transaction on March 19, 2026, according to a SEC Form 4 filing.

Transaction summary

Metric Value
Shares sold (direct) 51,585
Transaction value $479,000
Post-transaction common shares (direct) 1,179,307
Post-transaction value (direct ownership) $10.87 million

Transaction value based on SEC Form 4 reported price ($9.29); post-transaction value based on March 19, 2026 market close ($9.29).

Key questions

  • How does the latest sale compare to Madan Gopal Ajay’s historical selling activity?
    The 51,585 shares sold aligns closely with Ajay’s historical median sale size of 51,425 shares (based on sell-only events), indicating a continuation of his established transaction pattern.
  • What impact did this sale have on Ajay’s ownership position?
    This transaction reduced Ajay’s direct common stock holdings by 4.19%, leaving him with 1,179,307 common shares held directly.
  • Were any indirect or derivative holdings affected?
    No; all shares sold were held directly, and Ajay reported no indirect or derivative securities transactions in this filing.

Company overview

Metric Value
Revenue (TTM) $692.85 million
Net income (TTM) -$41.80 million
1-year price change 46%

* 1-year price change calculated as of market close March 19, 2026.

Company snapshot

  • The RealReal offers a curated online marketplace for consigned luxury goods, including apparel, jewelry, watches, home, and art products.
  • The company generates revenue by facilitating the resale of authenticated luxury items, earning commissions on each transaction.
  • It targets fashion-conscious consumers and collectors seeking authenticated, high-end products at accessible price points.

The RealReal operates at scale in the luxury consignment market, leveraging a proprietary authentication process to build trust among buyers and sellers. The company’s online platform connects consignors with a broad base of consumers, enabling efficient monetization of pre-owned luxury goods. Its focus on authentication and curation provides a competitive edge in the rapidly growing secondary luxury market.

What this transaction means for investors

The footnotes in this filing clearly spell out that these shares were automatically sold to satisfy withholding taxes payable in connection with the vesting of shares granted in 2024, so it doesn’t seem like these are at all influenced by any other underlying motivations; however, the move does come after a sharp run that could justify some trimming, and for long-term investors, the key question is whether operating momentum supports the stock’s recent 46% climb.

Helping to explain the recent surge, The RealReal delivered $2.13 billion in GMV in 2025, with revenue rising 15% to $693 million and adjusted EBITDA improving by 6% to $42 million. Importantly, the firm generated positive free cash flow for the year and delivered positive adjusted EBITDA in every quarter, a notable shift for a business that has historically struggled with losses.

The overall growth is being driven by higher order values and a steadily expanding buyer base, which crossed 1 million active buyers, while margins continue to improve through operational discipline. That said, GAAP losses persist, and the balance sheet still reflects meaningful leverage and accumulated deficits.

With execution improving, the story now hinges on sustained margin expansion, and investors should watch whether profitability gains hold as growth scales.

Delta Award Sale: Fly to Asia for 25K Round-Trip or 89K One-Way in Delta One


Delta Award Sale

Delta has an award sale with cheap fares to several destinations in Asia. The sale runs through March 26 for travel to Hong Kong, Tokyo, Seoul, Sydney, Taipei and more.

Fares start from 25,400 SkyMiles roundtrip or 89,200 miles in Delta One after 15% cardholders discount.

You can see the Delta Sale page here.

HT: Thrifty Traveler

10 Women-Dominated Careers Paying $100,000+ Right Now


Let’s be honest. Complaining about the wage gap isn’t going to put food on your table or fund your retirement accounts. If you want to build wealth, you need to go where the money is. And right now, the money is flowing into specific, high-growth sectors where women already hold the majority of the roles.

You don’t need to break into a boys’ club to make six figures. You just need to target the right industries. Sometimes burnout forces a change. We’ve seen why women walk away from careers at their peak, but transitioning into one of these high-paying, female-centric roles can put you back in the driver’s seat.

If you’re ready to stop scraping by and start earning what you’re worth, these are the paths you need to look at. If you don’t have the exact background yet, don’t panic; there are jobs that require no experience to help you get your foot in the door.

10 women-centric jobs that pay $100,000 or more

1. Advertising, promotions, and marketing managers: Marketing is a women-driven industry. If you can understand consumer psychology and drive sales, companies will pay top dollar. The median salary here is an impressive $159,660, according to the Bureau of Labor Statistics.

2. Compensation and benefits managers: This is a specialized, high-stakes niche within human resources. You’re in charge of how a company pays its employees. The median salary here hits $140,360.

3. Human resources managers: Every major corporation needs them, and women dominate this field. You’re the one holding the keys to hiring, firing, and corporate culture. Plus, these jobs value competence, not credentials, meaning you can often climb the ladder without a specialized degree.

According to the BLS, the median pay for HR managers sits at $140,030.

4. Public relations managers: If you can spin a crisis, manage a brand’s reputation, and handle the media, you’re looking at a lucrative career. Women run the PR world. While the broader occupational group that includes fundraising managers has a median pay of $132,870, if you look strictly at PR managers, the median pay is $138,520.

5. Pharmacists: Pharmacy school graduating classes have been majority-female for years. It requires a doctorate, but the payoff is immediate. Pharmacists pull in a median of $137,480 a year.

6. Physician assistants: You bypass the agonizing medical school debt and years of training for a traditional MD, but you still get to diagnose patients and prescribe medication. According to the Bureau of Labor Statistics, this heavily female field boasts a median salary of $133,260.

7. Nurse practitioners: Similar to physician assistants, nurse practitioners are taking over primary care in America. It’s a demanding job, but with a median pay of $129,210, it’s one of the smartest financial moves you can make in healthcare.

8. Veterinarians: This profession used to be male-dominated, but women have taken over veterinary medicine in recent decades. It’s a highly skilled medical profession with a median salary of $125,510.

9. Medical and health services managers: Hospitals and clinics don’t run themselves. They require aggressive, organized management to handle the business side of healthcare. Women make up the vast majority of these roles, earning a median of $117,960.

10. Physical therapists: Helping people recover from severe injuries or surgeries requires a doctorate, but it offers high job satisfaction and flexibility. The median pay comes in at $101,020.

Stop assuming you have to compromise your earning potential. Pick a lane, get the qualifications, and demand the salary you deserve.

No F*cking Way | Financial Audit



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10+ Things to Inspect Before You Buy a Rental Property (Foundation to Roof)


How do you know if the property you’re buying is a cash-flowing investment or a money pit? Too many investors think they’re getting a great deal, so they rush the due diligence process, waive home inspections, and hastily close on properties without knowing what’s really lurking beneath the surface. Don’t let that be YOU!

Welcome back to the Real Estate Rookie podcast! Ellie Ridge was walking properties, scaling rooftops, and exploring crawl spaces with her contractor father at an early age. Now a top 1% real estate agent in the Bay Area, Ellie blends her deep home inspection knowledge and market expertise to educate home buyers on costly but avoidable mistakes. Today’s episode is just that—a crash course on what every rookie should watch for when walking a property, reading an inspection report, or doing their own due diligence.

Whether you’re flipping houses, investing in rental properties, or buying a primary residence, neglecting these line items could cost you thousands shortly after closing. But with Ellie’s tips and tricks, you’ll feel more confident when making offers, renovating, and maintaining your property!

Ashley Kehr:
Most buyers walk through a house thinking about paint colors and kitchen counters. Ellie Ridge grew up scaling rooftops and crawling through half framed walls with her contractor family.

Tony Robinson:
And today as a top 1% realtor, she’s going to show you exactly what to look for before you ever even sign on the dotted line so you don’t inherit someone else’s six figure nightmare.

Ashley Kehr:
This is The Real Estate Rookie Podcast. I’m Ashley Kerr.

Tony Robinson:
And I’m Tony J. Robinson. And with that, let’s give a big warm welcome to Ellie. Ellie, thanks so much for joining us on the Riki Podcast today.

Ellie Rigde:
Thanks for having me.

Ashley Kehr:
Now, Ellie, you’ve said you were literally scaling rooftops and walking through half framed homes as a kid. What did that childhood do to you to see a house when you walked through the front door?

Ellie Rigde:
Yeah, my dad’s a contractor, and so that is just about visiting my dad at work. In particular, he’s a roof framer, so I have a special interest in roofs and how they’re framed and framing generally. But it is helpful to walk through a house and know what is behind the walls and what’s underneath the floors because that is where expensive problems often lie. And the piece of homeownership that I think feels very intimidating to new home buyers.

Tony Robinson:
I think the intimidating piece is so correct, right? Because for a lot of first-time investors, maybe the only home they’ve ever purchased is their primary residence. And that’s a very different decision than buying an investment property. And I think there’s Ellie, like a massive gap between what a buyer sees as they walk through a property and what’s actually happening inside the home’s bones. Where does that gap maybe cost buyers the most money, not being able to actually know what to look for?

Ellie Rigde:
Like what system in particular or?

Tony Robinson:
Just generally speaking, where have you seen people get into trouble by not looking at a property with the right lens as they’re doing their walkthroughs?

Ellie Rigde:
Well, where I work, we don’t have any new construction. So all of our homes are about a hundred years old in the Bay Area of California. So it can be catastrophic if people aren’t looking into the systems beyond a remodeled kitchen or a nice backyard. Replacing a foundation or rewiring a home is very expensive. So not budgeting properly for not just what your home will cost, but what it will actually cost to take care of and maintain and live there as a responsible homeowner for very different numbers. So a lot of what I do with clients when we’re initially looking at homes and doing our due diligence is start budgeting for what the next five years will look like after they’ve purchased the home itself.

Tony Robinson:
Let me just ask, because there’s cosmetic renovations and then there’s more structural renovations. What are the things that maybe can lull someone into the trap of thinking that a home’s been renovated properly when in reality it’s maybe just like lipstick on a pig?

Ellie Rigde:
If it looks really beautiful that we’ve all had that emotional experience of walking into a home that has been beautifully renovated and remodeled and people fight the urge to say, “This house has good bones.” And what they’re referring to is that it looks really pretty, I guess. But I mean, it’s not that that’s not important. Redoing a kitchen is very expensive and invasive in your life, and it’s wonderful if it’s already been done for you, but that doesn’t go hand in hand with systems having been updated, obviously.

Ashley Kehr:
For a couple properties that I’ve bought, they were rentals that were sold as completed and renovated. And a lot of the things that you can look at is just look closely like trim pieces not matching up just different things that don’t make sense into the property when you really look closely. So if you’re already seeing that the cosmetic wasn’t done correctly, then there’s even more of a chance you should be digging deeper. But when you’re purchasing the property, you should, at least in New York, you’re getting a disclosure of when everything was last updated on the property, any problems the owner is aware of. And you can look on that sheet too to see when was the electric last updated, when was the HVAC last updated, when was the roof last replaced? And that can kind of help you gauge like, okay, they did this full remodel, but yet it’s saying that the hot water heater is 20 years old, the furnace is old and the electric hasn’t been updated since it was built in 1960.
So I think using the information in front of you and also going and having eyes on the property or somebody that can and kind of using those two things together will really help.

Ellie Rigde:
Yeah. We get reports here too.

Ashley Kehr:
In what state are you in?

Ellie Rigde:
I work in California, particularly in the Bay Area.

Ashley Kehr:
Okay. Okay. And Tony, in California and in Tennessee where you’ve invested too, they all provide disclosures too.

Tony Robinson:
Yeah. Yeah, to a certain extent. But even on those disclosures sometimes, you can just say like, I don’t know or unknown.

Ashley Kehr:
That’s what I put when I fill them out. Or NA or I don’t know. Yeah. Okay. So the next thing I want to talk about is besides walking through the home and looking at the property is you’ve actually built a 255,000 following by teaching people about houses on Instagram. What was the moment you realized that most buyers aren’t knowledgeable about what to look for when they’re making the biggest purchase of their lives almost completely blind?

Ellie Rigde:
Yeah. I started making that page when I was a really, really new agent before I was even licensed. I work with my mom. And so before I had my license, I started going out on broker’s tour with her, which is the day that agents tore all the new property the day after they go live. It’s Thursdays in this area. And I was walking around seeing all these amazing houses and I don’t know if you guys have this experience. Are you guys realtors?

Tony Robinson:
No, neither one of us. No.

Ashley Kehr:
We have no desire for paperwork. We’re too lazy.

Ellie Rigde:
When I first was licensed as a realtor, every house was so amazing and mind blowing to me. And I was in the nicest houses I had ever been in. So I was like, oh my God, it’s so intense. It was so amazing, crazy. And so I started making these little videos genuinely tripping out about the houses I was seeing and how cool they were and all the weird stuff I was seeing. And then that evolved because I think people are interested in weird stuff about houses. And so I sort of backed into it. I made those videos from a place of being excited and curious myself. And then I started noticing like, oh, this could be a really real way that I’m like practice a little bit differently and really help people feel more confident like buying a house because I have a little bit of a unique knowledge set.
And my mom works the same way. We’re both very looking in crawl spaces, looking in attics, talking about systems. And I don’t know other agents that work quite the way that we do.

Ashley Kehr:
So now we know what Ellie is looking at before she walks in the door, but once she’s inside, it’s a different game entirely. After the break, she’s going to walk us room by room through the things that can quietly cost you tens of thousands of dollars and that your standard inspection might completely miss those. We’ll be right back. All right, Ellie, we’re going inside the house now. Let’s do it room by room, system by system. Take us through the things that buyers routinely miss that end up being the most expensive. So let’s start at the foundation and kind of work our way up. What are the things that you’re physically looking at in a crawlspace or a basement and what does it mean if you find those things?

Ellie Rigde:
Yeah, so there’s a lot to talk about before we even go inside the house. So I’ll meet my clients outside and we’ll walk the perimeter. There’s a lot of things that I want to point out depending on the style of the home and the construction methodology of that style and that era. So typically what I’ll look at first is the roof line, and that will tell us a lot about the risk for moisture damage to the framing, depending on if there’s overhangs or if it’s a flat roof or a low slope roof. And then I might talk about what gutters there are, like if they’re integrated gutters or if they’re just standard gutters that hang on the fascia of a roof and that just is a vulnerability or not. So we might talk about that. And then I’ll find the hat, which is the little door that looks underneath the house.
And in this area, we have raised perimeter foundations, not slabs typically and not like post and pier, which maybe you see a lot of in Texas. So we can open a little door and look underneath to like a three foot tall crawlspace. And that shows us the foundation and the condition of the soil and the condition of what’s called the cripple wall, which is the short framed wall between the top of the foundation and the underside of the floor framing of a home. That shows us a lot of things because concrete is very expensive. And so the condition of the foundation is my first concern usually. Also because I live and work in earthquake territory and we’re overdue for a major earthquake along our local fault line called the Hayward Fall. So this is what I always warn my clients up is that it’s very likely that in the time that they own whatever home they’re buying with me, there will be a catastrophic earthquake, not to be a downer, but it’s coming.
And so these homes when they were built originally had very minimal, if any, seismic reinforcement, meaning a house being bolted down to its foundation or being rigidified laterally. I mean, I could go and I don’t know how interesting this is for this podcast, but I could go into a lot of detail about the kind of stress of home experiences in seismic activity. But needless to say, the house doesn’t need to be bolted down and that little framed wall needs to be braced. So I’m looking for evidence of that. Usually it’s not there. And if it’s not, we’ll talk about what that might cost. And the fact that that needs to happen right away before people are sleeping in the home or having their kids sleep in the home and so on. A lot of houses in this area are split level homes. You walk up some stairs to go in and then walk up a half story to go up to a bedroom that’s over a garage.
That’s called a soft story condition and it’s its own kind of seismic retrofit. So we’ll talk about costs there. So these are just common things I observe outside.

Tony Robinson:
Elliot, I just want to pause you there because you just listed off a bunch of things that I never would’ve even thought to ask. How do you start building this knowledge base? Did you get some sort of certification? Is it just you walk so many houses and talk to so many contractors? How does one actually start building the level of knowledge that you’ve accumulated from the work that you do?

Ellie Rigde:
Yeah. Everything I’m talking about is called out in home inspections for the most part in maybe less language with just fewer words and less detail. So if an agent is a student of home inspections, which they should be, a lot of this, you’ll see time and again, and then you’ll start to be able to observe and point out yourself. In particular, my dad, like I said, is a contractor and he himself is a licensed home inspector and just kind of like a building nerd. And so that’s what my dad and I talk about when we hang out. That’s our quality time. I’ll go on inspections with him or visit him at the job site. It’s like something we have in common. So it’s very bonding for us, but it’s also good for work.
And so I have this great resource in my dad, but none of this information is difficult to access if you’re a realtor who is curious and interested. In this area, we have home inspections as part of our disclosures. You guys were talking about seller disclosures. We have cellar disclosures, but it’s also standard of care to provide a home inspection. They’re varying levels of quality. Some home inspections, I could write a better report, frankly. I can call things out that aren’t there and some are really, really great and they’re like the home inspectors that I really trust and admire and have learned from. So anyway, long-winded way to answer your question that read home inspections.

Tony Robinson:
So that’s the basement or the crawlspace area. Let’s maybe go to the electrical panel next.This is one of the things that a lot of buyers almost never look at. What should they be looking for and what are the red flags that could affect maybe insurance or even worse safety?

Ellie Rigde:
Yeah. So starting on the outside of the box, if it’s rusty, that’s already a red flag. You don’t want water dripping down onto your panel, as you can imagine. People should be really careful opening electrical panels because inside the door, there’s what’s called a dead front cover that’s blocking the live drop from the city or county. And if it’s missing and something touches it, you will die. I mean, it will be a really horrible electric shock. So I open them all the time, but just be very careful as you’re opening them. But once you open up inside, you should see a bunch of breakers. Those are the little switches and the amperage is listed on them. Amperage is like the … You can think … I forget the analogy. There’s like an analogy about flow of water

Tony Robinson:
Water. Oh, I was just saying the capacity of how much electricity can flow through, right?

Ellie Rigde:
Yeah. It’s like the capacity. And if there is more capacity flowing through it, then the circuit can handle the breaker will pop. So that’s an overcurrent protection device. It keeps you safe from fault conditions like being electrocuted or like an electrical fire or something. And we have modern devices inside electrical panels called arc fault circuit detectors and ground fault circuit interrupters that can sense misbehavior basically of current like jumping between lines that’s called arcing that can cause a fire or current leaving and not returning to the circuit, which means it’s traveling through your body and talking you, that automatically pops breakers. But when I’m just looking at a main panel, what I’m pretty much looking for is the capacity. If it’s 100, 125 amps or 200 amps, and that just tells me how much capacity is left and if people can electrify further. I don’t know what the discourse around electrification is in your areas, but people talk a lot in Berkeley about electrifying their homes.
So that just tells us, if you want an EV charger, do you need a new panel basically or like a heat pump or these other modern electric dependent ways to service your home. And then I’m also looking for the famous problematic brands, Cinsco, Sylvania, Bulldog, Pushmatic, Federal Pacific. Those all just need to be replaced right away because they have various-

Ashley Kehr:
I bought a house once that was Federal Pacific. It was the second duplex I re bought and right away the inspector’s like, “This is a fire hazard. You’ve got to get this out of here.” And he said too, “Your insurance will probably, if they come and do an inspection, they’re not going to insure you because you have this box in there too.” So that was one of the things that we had switched out right away when we bought it.

Ellie Rigde:
Yeah. My house had a federal Pacific panel, but so that’s just more cost. When I’m walking through with buyers, we’re doing a tally to figure out, can you afford this house and the projects it needs, right?

Ashley Kehr:
It’s like all those little things, like sometimes looking at an inspection, it’s like, “Oh, there’s nothing major. It’s just these little things here and there.” But those little things could start to add up and add up and add up or become bigger issues down the road if you don’t take care of them right away.

Ellie Rigde:
Or the other direction. I feel like the inclination of a lot of buyers is to read a panel, or excuse me, read an inspection and feel really concerned about the things … Because it’s like, of course, you don’t know what is scary or not, you’re doing your best to parse it out, but often the things that feel really alarming in a home inspection aren’t a big deal. And the stuff that isn’t really a big deal and is really expensive is not bolded and highlighted as much. It’s kind of funny, I notice.

Ashley Kehr:
We just interviewed a guest, Justin witted on, and he bought a property that was full of mold. And I guess it was a section of the area that was mold, and it was like $2,000. You think of mold in this big, scary thing, and it was like one of the cheaper cost to his $90,000 renovation. So yeah, I think there is that misconception and you have to go and get your quote and actually know what it would cost. Now, Ellie, what about the roofs? So roofs are one of the most negotiated items after a home inspection. What does a buyer need to know before they’re at the table arguing over who’s going to pay for the new roof?

Ellie Rigde:
Well, that is not the cadence where I work. We typically don’t write with inspection contingencies and then negotiate based on findings. We actually tend to write fully non-contingent offers and do all of our due diligence in advance. So I have never negotiated for a roof replacement. Also, I would never be surprised that a roof needs to be replaced. I can see instantly if it needs to be replaced. So I can’t imagine a scenario where I would be like, “Terrible news. I’m just finding this out. ” But here’s what I’ll say about roofs. They’re not a big deal. It’s not a big deal. It’s over in two days. The roofers come, they do it and they go and they give me the bid in advance. People need to relax about roofs.

Tony Robinson:
Well, Ella, let me ask a few follow-up questions, right? Number one, for you, when you go and see a roof, what are the things you’re looking at to say, okay, this actually needs to be fully replaced versus maybe just patching certain parts of the roof. And then what is the typical … Say we need to do a full roof replacement. Obviously this is going to be very specific for the bay area, but what are you spending right now to replace a roof?

Ellie Rigde:
In this area, it’s like $25,000 for a new roof. So it’s not that it’s not a material cost, but those projects where it’s a set cost that you agree to and one trade comes through and it’s over in a matter of days, to me, that’s very easy to wrap my head around. Signs of failure in a roof. So the most common roofing material in this area is called composition shingle. Is that the case for you guys? It’s the shingles with … They’re like asphalt or they have little porcelain granules on them. They look-

Ashley Kehr:
Asphalt shingles, yeah. And metal roofs are common for me.

Tony Robinson:
Yeah. We don’t have any metal roofs out here, but yeah.

Ellie Rigde:
They’re not metal. They’re a fiberglass and then they have little granules on them. I think that’s probably the most common type roof type in Southern California.

Ashley Kehr:
Yeah. No, I said that we have metal roofs. That’s why he was saying that.

Tony Robinson:
Yeah, sorry. I just wanted to ask you. She said metal roofs in

Ashley Kehr:
Buffalo. We have the asphalt sink shingles, and then we also have the metal roof.

Ellie Rigde:
Oh, not like really? Because it’s nose?

Ashley Kehr:
Yeah. They last way longer, the metal roofs. They’re more expensive, but they’re getting more and more common.

Ellie Rigde:
They’re amazing. Like a standing seam with a flat and then the seams.

Ashley Kehr:
Yep, yep.

Ellie Rigde:
Yeah, they’re awesome. Yeah, so that no side effect, they’ll never fail. They have a 100-year life. But comp shingle, which is what we see most frequently in California, I think it’s the most common roofing type in the country. Signs of failure are cupping of the shingle itself. It’s beginning to cup up, curl up at the edges, cracked shingles, obviously missing shingles, but primarily granule loss. So composition shingles are made of an asphalt butuminous … Bitumen is an asphalt material with added polymers, but anyway, whatever. We can just call it asphalt for our purposes. And then a fiberglass mat and then these little ceramic granules that protect the asphalt from the sun because the sudden UV breaks down asphalt over time and then it starts to crack and then it’s water permeable. So when you see a lot of granule loss, that’s the biggest indication of a roof nearing the end of its serviceable life.
And this is how you can spot it. If you stand back and you look up at the roof and you see it’s glimmering and glinting, that’s the sun showing the fiberglass through. Or if you see a gray sheen on it, we’re seeing fiberglass. So that means it’s time for it to go.

Tony Robinson:
I mean, Ashley, I feel like less of a real estate investor talking to Ellie because she’s just so technical about how she’s breaking everything down. We got to spend some more time together so I can get on your level of explaining these things. So we talked crawlspace, we talked electrical, roofing. Let’s talk a little bit about the plumbing systems next. What are the questions buyers should be asking that never really make it into a standard inspection when it comes to plumbing and drainage?

Ellie Rigde:
Okay. Plumbing will be in a standard inspection because the home inspector can see it and they have to indicate the material type. But shoddy home inspections, when it says material type, they’ll write … Oh, this makes me crazy. They’ll write metallic material. Metallic material is so crazy. So because there’s a major, major difference in what that means, right? Because galvanized steel is a metallic material, but a home with galvanized steel plumbing, that’s a plumbing type with a hundred years, 110 years maybe. And that’s what was used pre-World War II, well, pre- 1950s. So it very much could be coming up on the end of its service life and corroding at the interior, depositing rust and minerals into your drinking water and so on. So you should look under the house or your agent should look under the house and see. And you can see galvanized steel versus copper, which we would be much happier to see.
And if it’s an older home and you see copper plumbing, and by older, I mean pre-1960s, that means someone’s replaced at least some of the plumbing system, the water supply. I don’t see this too frequently, but you might also see PEX, which is plastic, like the red and blue plastic lines.

Ashley Kehr:
That’s really common in my area is the PEX piping.

Ellie Rigde:
Where are you? New York?

Ashley Kehr:
Yeah. Yeah. Buffalo.

Ellie Rigde:
Because they’re worried about freeze, I bet.

Ashley Kehr:
Yeah. And it’s the most flexible that it won’t burst and it’s cheaper too than copper piping. But a lot of the older built houses have the copper, but basically anyone that’s updating will put in pecs or they’ll pay more to do the copper, but it’s pretty common in our area.

Ellie Rigde:
Interesting. Yeah. I don’t see PEX out here. I know it’s huge. I

Ashley Kehr:
Like it because all the microplastics are coming into your body when you drink water.

Ellie Rigde:
Nobody’s doing the microplastics. Okay, here’s what won’t be at home section is an explanation of your subsurface drainage because they can’t see it. And so it’s like they’ll note if your downspouts are depositing into a subsurface line and they’ll probably note clean outs. But do you guys know what a French drain is?

Ashley Kehr:
Yeah.

Ellie Rigde:
So I love a French drain.

Ashley Kehr:
But explain it for the rookie if in case somebody doesn’t know what a French drain is, how it helps.

Ellie Rigde:
So a French drain is a solid, rigid, thick plastic pipe with perforations, like little holes along the bottom of the pipe. And it sits in a little trench with gravel around it and then you’ll backfill gravel or soil or whatever. And the purpose is to gather groundwater and deposit it away from the structure. So you’ll see a French drain in a U-shape around a house often or like an L shape because it’s gathering water from a plane and then depositing it away from the house in the garden or at the curb or something. They’re amazing. It’s like a simple technology, but it really is, in my opinion, the way to mitigate water intrusion under your house, which is crucial for many, many reasons, but people use the word French drain all the time and don’t know what it is, and the home inspector can’t comment on it.
So I made a video about this recently on Instagram, but I’ll kind of reiterate the main points here, which is that there is no way to know what was done unless the homeowner tells you or if they have real invoices from a drainage contractor and drainage contractors don’t even really use the term French drain in their bids because it’s such a widely misused and thrown around term. So it’s wonderful if you have it, but don’t just believe you have it because a well-meaning realtor or a confused homeowner is using that term. Really, that is one to ask for receipts or proof of work. And then if you are in a place like a state or a market where you can do inspections, camera the line and see what it actually is. Because often you just have downspouts dumping into a pipe and that’s not a French drain.
It’s a great subsurface water management system of its own, but it’s not a French drain.

Ashley Kehr:
So Ellie, if a buyer can only ask the inspector three follow-up questions in our fake scenario here during the walkthrough, beyond what’s on the standard report, what are some of these other questions that they should be asking the inspector?

Ellie Rigde:
I’m trying to think what’s not on a report. I mean, it really depends the quality of the report. Some reports are great, but yes, let’s just pretend it’s like a sort of shoddy, whatever, rando report that doesn’t have a lot of information about the foundation or refers it out to a structural engineer. Some things to know are that modern foundations and any modern concrete is full of rebar, which are steel bars that provide tensile strength to concrete. But pre World War II, concrete wasn’t placed with rebar inside of it. So it’s really important to know what area your foundation is from, then you’ll know if it can withstand certain types of forces because it may or may not have interior steel reinforcement. There’s ways to tell, I mean, would you like me to share? There’s ways to tell what area your foundation is from. Okay.
Well, if your home was built before 1910, you may have a brick or a masonry foundation and often they will be what’s called capped or a cap and saddle will be poured, which is concrete that goes on and around brick. In other areas, this is less detrimental, but if you are in an earthquake prone area, it’s really, in my opinion, unacceptable to have a brick foundation. And the way you can tell, I mean, a lot of home inspections won’t comment on it because they just, I don’t know, don’t know. I don’t really know why, but often I will observe it and I notice it’s not on the inspection. If your foundation is so wide, comes in a foot on the interior and then maybe a foot on the exterior, that’s a capped brick foundation. That’s not how any foundation was ever originally poured. So in a 1910s or earlier home, if you see this giant wide concrete stem wall, you know it’s likely was masonry or is masonry that has concrete on and around it.
And then you can just look for random bricks that are scattered around in the crawl space. When I see bricks in a crawl space, it’s like triggering because I’m like, “Why? Why are there bricks down here?” And so that’s something to keep in mind. And then if your home was built between 1910 and 1930, you probably have this very shallow, short concrete foundation that’s straight up and down on the interior and then angled at the, excuse me, straight up and down the exterior angled at the interior. It’s like a chopperzoide shape. And this has other vulnerabilities. It’s prone to tipping and rotation in and cracking, and sometimes they can be retrofitted, sometimes they need to be replaced. So these are two older foundation types to be on the lookout for.

Tony Robinson:
Ashley, what’s the oldest home you’ve ever purchased? 1786 or something in Buffalo?

Ashley Kehr:
Yeah, I don’t want to say it wrong, but yeah, it has the Stone Foundation and everything. Yeah, late 1800, 1870 or something like that. And then the other half of the house was built in 1901, I think, or something that was added on.

Tony Robinson:
I think the oldest house in my portfolio right now is 2005.

Ashley Kehr:
The newest house is only the house I built, which was 2016. And other than that, probably 1960 is the next newest.

Tony Robinson:
My oldest house right now is like a 2005. So I got to start buying older home so I can speak to speak with you guys right now. But this is the stuff that separates informed buyers from buyers who get burned, but knowing what to look for is really only half the battle. So coming up, Ellie’s going to show us how to actually use what we’re finding in our inspections as leverage and how the pre-offer inspection strategy in a competitive market like the Bay Area can be a total game changer. So we right back after we’re from today’s show sponsors. All right, we’re back. So our listeners now know what to look for. The next question is, what do you actually do with all of this information, especially in a hot market where waving contingencies feels like the only way to win? So Ellie, you’re in a very competitive market in the Bay Area.
Buyers are under enormous pressure to waive inspection contingency. So how do you actually help clients get comfortable making a strong offer without feeling like they’re kind of flying blind or maybe stepping into a big issue?

Ellie Rigde:
Well, this is exactly why I work the way that I do and why I structure my practice with buyers as an extremely education forward curriculum. That’s how I think about my work with buyers. I’m bringing them through a curriculum and the goal at the end is to feel really confident writing and empowered and very clean, non-contingent offer because that’s likely what’s necessary to get into the home that they want. So we start out just like you would if you were starting out learning anything, just seeing houses for fun, no expectation that they are writing an offer on anything that we’re seeing. We’re just learning. So I’ll try to show houses across a variety of styles and show them various vulnerabilities, teach them how to look at houses with a critical eye, and we’ll talk about costs. That really makes people feel good to know what things cost to remediate, and then they can have those numbers in their head.
And then when they go to open houses, they can look a lot more critically at the homes that they’re seeing and look past the kitchen and the cute archways and whatever and look under the house themselves and start observing condition. So it’s a very proud moment for me when my new buyers are like, “Yeah, we went to this open house, but definitely needs a retrofit.” And so we’re deducting $10,000 from our budget. And we saw Knob and Tube, which is an antiquated wiring. So I love that when my buyers have learned how to assess a home’s condition on their own. Hopefully when we’ve gone through enough rounds of this and they can really start to wrap their arms around condition of a home, it feels easy to waive an inspection contingency because it’s not that the due diligence wasn’t done or that we’re skimping on due diligence or putting ourselves in a dangerous position by waiving an inspection contingency.
It’s that we’ve already done our investigation, so we don’t need that period anymore because we’ve inspected and investigated. So that is my system for helping people safely waive contingencies.

Tony Robinson:
Yeah. Ali, what about timing, right? Because I mean, I think right now we’re very much more at the time of this recording in a buyer’s market, but we all remember a few years ago, things were just going crazy. And if you didn’t get your offer in within 72 seconds of a listing going live, you had no chance of getting it, do you ever find that maybe the process of doing this deep inspection beforehand leads to people missing out on deals? And if so, how do you try and navigate that?

Ellie Rigde:
Well, I am not in a buyer’s market. It’s very much a seller’s market and there are not enough houses. But first of all, if we miss it because it’s moving too quickly for us to answer all of our questions, that wasn’t the house. I mean, I went far right putting someone in an house where we … One, we wouldn’t get an offer accepted if we retain an inspection contingency, and two, I just could never have people waive it. If there were questions we didn’t know the answers to yet, that would be so unethical to me. But the way that timing is handled here is that we have a 13-day marketing period. So I know the cadence, that my life is structured around that 13-day cadence. Go live on Wednesday, broker store Thursday, two weekends of open houses and offers on Tuesday or Wednesday.

Ashley Kehr:
It is not like that in my market at all. That’s so interesting to me.

Tony Robinson:
So is that a Bay Area specific thing because the housing market is so tight?

Ellie Rigde:
Yeah. And it’s almost a Berkeley specific … That’s how niche this area … I pretty much work in El Cerrito, Berkeley and Oakland, three cities, and that’s it because it’s so intense. I mean, I can’t drive an hour away. I mean, it’s happening right here and now I have to have my finger on the pulse of my area. In Oakland, it’s a little different. Homes will come on maybe on a Friday or something, but for the most part, I’m submitting offers on Tuesdays and Wednesdays.That’s when offers are taken, and the home probably came on about 13 days before. So we have time. We have that week to do all of our investigation.

Ashley Kehr:
Now, Ellie, what about after closing? Are you staying in touch with your clients and are there any things that maybe come up that surprise them that they wish they would’ve known before they purchased the house and something us and our rookies can make sure that we watch out for?

Ellie Rigde:
Well, yes, I do stay in touch with my buyers, hopefully because we’re friends, but also because I want to set them up for success. And that means staying around for the long term to answer questions and be a second set of eyes and connect them with tradespeople and share referrals, excuse me, and so on. Hopefully there are not unanticipated things, right? That’s why we’re doing so much investigation in advance to get ahead of as much as we possibly can. But also I’m a human being and we’re not literally taking off sheetrock and opening walls. And so there likely will be things that it was impossible for us to anticipate. That is the nature of a giant living, breathing organism that is a house that is actively deteriorating. But hopefully we got in front of the priceiest thing so that that is less unsettling when they’re remodeling their kitchen and they open the walls and they find that there’s a lot of dry rot at the interior that nobody knew about or something like that.
So I guess all of that to say, buying a home like any investment is risky. It’s an amazing investment because it’s the only one that eliminates one of your major living expenses, which is your need for shelter and housing. And it’s a built-in savings account, right? It turns a monthly expense into this very high yield savings that you’re doing each month. And on the other hand, it’s important to have respect for structures which are made of organic materials in the United States. We build houses with wood that is actively deteriorating and there is water and rain and in your areas like snow and ice. And so the work is never done. And so I encourage people to have that mindset like, yes, it’s very important to be very cognizant of the condition of your home and the cost that will likely be needed in the first five and 10 years.
And also, it’ll never be finished. You replace your roof and then your furnace goes, and then you have termites, and then you start losing water pressure in your guest bathroom and you have to replace a run of old plumbing. So hopefully it’s fun. And hopefully the process of working … I hope that my buyers get into it and start to enjoy and appreciate their house for what it is and what their responsibility to their house is, and that is something they can be excited about instead of being like, “Oh my God, it’s never ending.” But yeah, it’s never ending, but I love it.

Ashley Kehr:
Well, Ellie, thank you so much for joining us today. Where can people reach out to you and find more information?

Ellie Rigde:
My website is elliridge.com and I am very responsive. So if people reach out to me on the … Send me a message through my website, I’ll be back in touch very quickly. And if you are interested in the stuff I’m talking about, my social media is Ellie Ridge Realtor, and I just share a lot of videos nerding out about all the things that I talked about today.

Ashley Kehr:
Well, thank you so much. You were a wealth of knowledge. We learned so much about what to look at at properties and the inspection process. So thank you so much for joining us. I’m Ashley. He’s Tony, and we’ll see you guys on the next episode of Real Estate Rookie.

 

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Gavin Newsom Says Elon Musk Is ‘Disappointing’ America’s Electric Vehicle Future



Newsom blasts Musk for abandoning the EV race and giving China room to dominate the global market.

Handle with care: Many workers keen to share layoff experience online


The report cites research showing high‑performing employees are more likely than others to resign following layoffs, as they are confident in securing comparable or better roles elsewhere. Careerminds says this loss of critical talent can reduce productivity and weaken organisational capabilities, undermining the financial gains that layoffs are meant to achieve.

Overall, employees rated how their employers handled recent layoffs at an average of 3.68 out of 5. While 63% say the process was handled fairly, more than one‑third (35%) believe it was unfair. The report also highlights a perception gap on communication: 83% of HR leaders believe leadership communications were empathetic, compared with 64% of employees.

Gaps in career transition support

Careerminds’ research shows that many organisations are still focused on exits rather than transitions. Only 45% of HR leaders whose organisations conducted layoffs say their offboarding process included outplacement or career transition services, and just 42% offered redeployment opportunities.

When asked what their organisation could have done differently, employees most often cited:

  • more transparent communication (63%)
  • earlier notice or clearer timelines (58%)
  • better career transition support (53%)
  • a more generous severance package (51%)
  • better support for remaining employees (51%)

“From a job seeker’s perspective, access to career‑transition support can be a game changer,” says Amanda Augustine, career expert for Careerminds and a certified professional career coach. She says even basic resources such as résumé guidance, interview preparation and clear direction on next steps can help people regain confidence and move their job search forward more quickly.

Harvard may be under federal investigation and cost over $87,000 a year—but it’s still Gen Z’s No. 1 ‘dream college’



None of it has knocked it off its perch. The Ivy league institution was once again deemed the No. 1 “dream school” among college applicants, according to a new survey by The Princeton Review.

Harvard has consistently ranked near the top throughout the survey’s 24-year history. Although it was dethroned last year by Massachusetts Institute of Technology (MIT), this year’s revival suggests that sustained controversy has done little to dent its appeal. 

“Harvard ultimately reigns as the world’s most desirable university with unparalleled brand recognition, alumni achievement and history,” Jamie Beaton, founder and CEO of Crimson Education—who holds both undergraduate and graduate degrees from the university—told Fortune. “Trump’s battle with Harvard has only made the school more notable and famous.”

While admissions for the incoming fall cohort are still being finalized, Harvard has only become more competitive over the years. Of the nearly 48,000 applications to its class of 2029—who started this past fall—only about 2,000 were admitted, an acceptance rate of around 4%. By comparison, the acceptance rate 18 years ago was about 9%.

Harvard graduates are entering the workforce with near six-figure salaries—and little student debt

For many Harvard students, the payoff of making it through the rigorous application process appears to be tangible. 

In a survey of the class of 2025 by The Harvard Crimson, 95% of seniors said they would choose Harvard again. Early career earnings are likely part of the reason: roughly half of respondents expected to earn more than $90,000 in their first job, while about one in five anticipated salaries of $130,000 or higher—figures that far outpace national averages for new graduates.

The price tag, meanwhile, keeps climbing. Total billable costs this academic year—tuition, fees, housing, and food—reached $86,926, a roughly 9% increase over the past two years. Yet only 17% of seniors reported graduating with student loan debt. Harvard waives tuition entirely for undergraduates whose families earn $200,000 or less annually.

But Harvard isn’t alone in driving demand—and the composition of this year’s list suggests that prestige reigns supreme in the minds of most applicants. Adam Nguyen, founder of admissions consulting firm Ivy Link, isn’t surprised.

“Even in a market where families talk constantly about cost, practicality, and ROI, the schools that continue to dominate the imagination are still the ones with the strongest prestige, signaling power, alumni networks, and global brand value,” Nguyen told Fortune

The 10 top “dream colleges” of students in 2026

  1. Harvard University
  2. Massachusetts Institute of Technology
  3. Stanford University
  4. Princeton University
  5. New York University
  6. Yale University
  7. Columbia University
  8. University of Pennsylvania
  9. University of Texas–Austin
  10. University of Michigan–Ann Arbor

More Gen Z are questioning the value of degrees—and seeking alternatives in the skilled trades

For all the allure of the Ivy League, those institutions represent a sliver of the American college experience—and the broader picture is more conflicted.

Cost anxiety has become the defining concern of the application process. The plurality of student and parent respondents in this year’s Princeton Review survey, 35%, cited impending debt levels as the biggest concern about the college application process. That’s a dramatic shift from the survey’s early years: in 2003, only 6% of respondents chose cost as their top concern. 

The skepticism doesn’t end at graduation. More than a third of all graduates now say their college diploma was a “waste of money,” according to a survey by Indeed. Among Gen Z specifically, that figure rises to 51%. And with artificial intelligence reshaping the job market for entry-level talent, these worries are only expected to grow.

It’s pushing a growing number of young people to take a harder look at alternatives. Enrollment in vocational and trade programs has grown more than 20% between 2020 and 2025, according to National Student Clearinghouse Data. And business leaders like Nvidia CEO Jensen Huang have highlighted that opportunities to land secure, six-figure-paying blue-collar jobs are on the rise—thanks in part to the data center boom. 

“This is the largest infrastructure build-out in human history that’s going to create a lot of jobs,” Huang said at the World Economic Forum earlier this year.

“We’re talking about six-figure salaries for people who are building chip factories or computer factories or AI factories.”

American Express Graphite Business Cash Unlimited Card ($1,500 Bonus, $295 Annual Fee)


American Express has launched the American Express Graphite Business Cash Unlimited Card. It’s slightly different than the rumored card with a $295 annual fee. 

Card Details

  • $1,500 sign up bonus after you spend $50,000 on purchases within the first six months
  • $295 annual fee, not waived first year
  • Card earns 2% cash back on all purchases and 5% back on flights and prepaid hotels booked through American Express Travel Online

Our Verdict

I’m not sure I understand the use case for this card apart from the sign up bonus. The Chase Ink Premier is objectively better earning 2% on all purchases with a $195 annual fee and 2.5% back on purchases above $5,000. Capital One Spark cash is 2% on all purchases and a $95 annual fee. 

That being said the sign up bonus is interesting, if you spend exactly $50,000 you’d earn $1,500 from the sign up bonus and then another $1,000 from the spend itself for $2,500 (minus the $295 annual fee). 

Again I don’t see any use case where actually keeping this card beyond the first year makes any sense either. I suspect it’s targeted towards businesses with a large amount of credit card spend that just want to set and forget these purchases but still earn at a high rate and have some cash flow flexibility. 

Will add the bonus to our best credit card bonuses. More rumored and expected cards can be found here.