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Changing His Family’s Future with 3 “Boring” Rentals and $2,500/Month Cash Flow


Think you need a trust fund, seed money, or a rich uncle to invest in real estate? You don’t! With just 10 years of simple, “boring” investing, rental properties could completely alter your life’s trajectory. Today’s guest started from zero but now owns a small real estate portfolio that brings in over $2,500 in monthly cash flow!

Welcome back to the Real Estate Rookie podcast! Kadeem Kamal didn’t come from money—quite the opposite. But after discovering he could buy a house that doubled as a rental property, after years of paying rent, he grabbed the opportunity with both hands. Since buying that first property back in 2018, Kadeem has bought two more rental properties, built his own home, and never paid his mortgage out of pocket!

Like many rookies, Kadeem knew very little about real estate investing when he got started. But by taking action and learning on the fly, he’s been able to secure his family’s financial future. In less than a decade, Kadeem has built up over $800,000 in equity. Stay tuned to learn how YOU can copy his success!

Ashley:
What if I told you that someone bought their first rental property with about $10,000 in Chicago while still in grad school because today’s guest did exactly that. And what I love about this story is how simple it started. No fancy strategy, no real estate background, just asking one question, how do I stop paying rent?

Tony:
Yeah. And this episode is such a good reminder that you don’t need to wait until everything is perfect to get started. Kadeem didn’t come from money, didn’t have a massive income, and didn’t know the term house hacking at the time. He just saw an opportunity and took action.

Ashley:
This is the Real Estate Rookie podcast. I’m Ashley Kehr.

Tony:
And I’m Tony j Robinson. And with that, let’s give a big warm welcome to Kadeem Kadeem. Thanks for joining us today, brother. Thank you guys so much for having me. Excited.

Ashley:
Kadeem, take us back to the very beginning. What was your life like before real estate and what originally made you start thinking about housing differently?

Kadeem:
So it really started in undergraduate school. The first two years we lived on campus, so you had not a care in the world. Things just kind of flew past you. And then junior year we had to live off campus and I can remember me and two buddies, we were paying 14, 14, 75, some crazy number that we’ll just round to 1500 a piece for a 1000 square foot apartment. Now this is my very first apartment, so those numbers sounded okay to me. There was pretty much monopoly around Illinois State University where you just pay what they said, you didn’t have an option. And then my senior year, me and my fraternity brothers, we rented a house and it ended up being like $400 a person. And so immediately like, okay, I’m never having a traditional apartment, I’ll just get a house and either rent it with friends or buy it and they pay me directly. And then again, that idea of house hacking was born there. I was telling people I made something up. You’ll never forget. This is this new concept. I’m going to coin this phrase, I don’t even remember what I called it, but it for sure wasn’t house hacking and I for sure hadn’t heard it before. I just knew living with friends, living with a group of people to combine to cover the bills made so much more sense.

Ashley:
So you didn’t even know that the term was house hacking. So how did the idea of buying a property instead of renting actually come to you because of the situation you were in?

Kadeem:
Well, I knew that the house that we were renting was significantly bigger than that thousand square foot apartment that I shared with two other people. It was three floors. It was massive compared to the $400 out of pocket it cost me. And so I thought, Ooh, I can just recreate this. I’ll take a room, I’ll find some friends to take some rooms and we’ll buy a big house. And if it’s in my name or we renting it, it doesn’t matter. Everyone’s a little bit better off than going the $1,500 for a small apartment route.

Tony:
1500 bucks per person for an apartment. That’s wild, crazy.

Kadeem:
$4,500 for a thousand square this. And what

Tony:
Year is this Kadeem?

Kadeem:
This was 20 16, 20 17.

Tony:
Wow, man, that’s crazy. High rent. Okay, so you go through this experience and that kind of opens your eyes to say, and there’s got to be a better way to do this. And it’s funny kadeem, because we hear that so often. It could be the moment that someone’s just writing the rent check or submitting their rent payment online and they kind of look around and they’re like, man, there’s like four units in here and if all four of us are all paying the same amount, like this landlord’s making a killing, I can do this too. So it’s a very common backstory that we hear about what folks think about that kind of motivates them into getting started. So you didn’t know that it was house hacking, but you have this idea, so once that seed is planted, what is your next move? How do you actually turn that into something that’s worthwhile?

Kadeem:
Yep. So we’ll skip back to undergraduate. I remember watching people blow refund checks and I don’t know if all the listeners know, but if you get, whether it be scholarship or any financial aid above the cost of school, they cut that in half and they give you half in the fall, half in the spring. So they would get those refund checks and say, here, rental provider, here’s the rent for the year. So when I went off to graduate school, I remember being in the financial aid office and the lady was like, how much do you want? And I thought maybe she misspoke. That’s not really how it goes. I’m an expert on borrowing money. I know how to borrow money for school. I’m like, well, what exactly? Give me the exact number for tuition for the cost and then I’ll do my own math of adding in housing expenses.
And she sat me down. There was a much older woman and she said, sir, that’s just not how this works. A lot of your classmates are, I know you are a traditional student, but a lot of your classmates are full-fledged adults. I wasn’t quite the adult yet. And they have kids and they have mortgages and they have cars and they are in this program that did not allow us to work. It was full-time. We had a full-time in school, internship, practicum, it didn’t work. They’re supplementing their lives off of this loan. If you give me a number, I’ll put that number in way too much pressure. I think I was 21 and you’re telling me I’ll write you a blank check. That’s just way too much pressure. And normally when I tell the story, I say I hung up on her and I called her back the next day. It was about a week later and I didn’t hang up. I was polite. I don’t have an answer for you today, but I can come back and in a week’s time again without BiggerPockets as what ended up being my biggest information source. But before BiggerPockets I was like, I just created a new thing.

Tony:
Kadeem. I just want to understand that it sounds like there was maybe some fear and some shock in that moment, but why was that? Was it because you were worried about having that much money and not spending it the right way? Or why were you nervous? Why couldn’t you give her a number in that moment?

Kadeem:
So the goal was just to take enough money for school and then I’ll scrape by whatever everything else looks like. But when she said no, basically you have an opportunity to cover your housing expense. I wasn’t going into that conversation thinking that that was the math I needed to do. So not only was she in my mind saying, how much money do you want me to give you? Plain and simple. It was also that I just wasn’t prepared for anything above to agreeing for the exact tuition amount.

Tony:
Now, Kadeem, I got to give you some credit because my first year in college, like many students, I got a refund above and beyond my tuition for financial aid. And I was 18 years old. I had never seen, I don’t even think a four figure check in my life at that point. So the very first refund that I got for financial aid, I went straight to at t and I bought not one but two iPhones, one for me and one for my girlfriend who later became my wife. So I guess it worked out well, but that was the most irresponsible thing that an 18-year-old could have done.

Kadeem:
There was a lot of PlayStation fours floating around ISU campus around disbursement time. Everyone was buying their game systems, buying shoes, whatever.

Tony:
And luckily as I got older, I started to realize that this isn’t free money. I had grants, but I also had loans associated with that as well. So then it was my rent money and that’s what I use it for.

Kadeem:
So thank God in undergrad they actually have a cap. They won’t let you just do whatever you want there. But in graduate school, that cap was lifted and when I called her back a week later, I hit in my mind, okay, 3.5% down. I know roughly with Google how much things are selling for. We had went beyond the idea of buying a house because I was with my girlfriend at the time. Now my wife, does she want a roommate? Probably not. So how about we buy an apartment building where all of the apartments are super small and that’s the same as a roommate. We just have our own separate kitchens. That’s really the only big difference. And that ended up being 10,500. That’s 3.5% down on the 300,000 building. So I went called her, Hey, I need a 10,500 refund check disbursement. And because they split it into two, the fall and the spring, I had to ask for double that. And then when I got the second one, I just gave her right back. Nope, didn’t eat that one. Just needed the first one.

Ashley:
Interesting. Okay, so you’re planning ahead, you’re getting that 10,000 upfront, but you asked for 20 and then in the spring you’re just paying 10 of that back. So in this week period of her telling you you can get whatever until you call her back, is that where you’re actually going and looking up deals and analyzing?

Kadeem:
That’s the first time any of this really went beyond just like, oh, I shouldn’t pay rent no more. Right? This is when we’re looking it up and I can remember my wife again, my girlfriend at the time found the property and this week we had a realtor, we had a lender, we had all of this and explaining the situation, they’re like, okay, this is how we got to do it. We had a lawyer, everyone’s kind of pro bono because they know the money’s coming on the end, so everyone’s like, I’ll give you whatever you need. It sounds like you guys are truly dedicated. You’re doing your research. We got the disbursement and we had to let it, what’s it called, season because I didn’t have a job. I didn’t have a job. They weren’t loaning to me regardless of how, unless I had enough money to buy the building outright, it couldn’t be in my name.
So we had to let the building the money season, we bought it FHA in my wife’s name again, girlfriend at the time. I keep making that distinction because then we got married in the second bill we bought in my name, we kind of flip flopped there. It was 290,000 I think all in. We had to pay 12,000 out of pocket, and that was with the closing costs and all that good stuff. That’s roughly 4% altogether, and we have never paid a housing expense out of pocket 2018. That’s the last time we’ve come out of pocket for a housing expense.

Ashley:
I want to clarify the seasoning piece because that is a very important rule regulation with getting a loan. A lot of people know you’re going to get a loan, don’t go out and buy furniture and finance it while you’re waiting for your house to close. Don’t go out and buy a car, but also when you’re going to get pre-approved for the loan, especially when it’s your primary residence, they’re going to want to know where the funds came from. So if you’re buying it in your wife’s names, the funds need to come from her. So what was that process like getting the funds actually seasoned? So they showed into her account. What was the timeframe they had to sit in her account for?

Kadeem:
So I don’t remember off the top of my head, but I think it’s like three months or so. It ended up being a lot longer than that, but I think the minimum was because they only asked for three months check stubs and they was like, we don’t care what happened prior to the check stubs that you provide for us with the bank statements. Luckily enough, me and my wife had a shared bank account at the time, so all my money was her money on paper. It was really easy there. We just had to wait enough times to where when we submitted documentation, they didn’t have to ask the question of where this money came from.

Ashley:
And then was there any questioning about that? It was where I guess you didn’t have this because you waited the seasoning period, but do you think if you wouldn’t have waited and you would’ve gone ahead, do you think they would’ve denied you because technically that was borrowing funds from the loan, from the student loans?

Kadeem:
I think so. In my mind, if I’m a bank, knowing what I know about banks now, I would say I’m loaning to you on the fact that clearly you’re a good steward with money and you’ve saved this, but if you just got it all in one lump sum, maybe you aren’t a good, you haven’t proven yourself to be someone worthy of me loaning to. So I think that that question would’ve come up.

Ashley:
Okay. So tell us about that first property that you found and you’re looking at properties, you get your 10 K secured while you’re waiting for the funds to season. Are the same properties still available or are you pulling up other properties and putting offers in?

Kadeem:
They’re not, we hadn’t started looking until things were seasoned. The bank wanted to, there was no point in looking without an actual pre-approval. So we had to wait a little bit. I think we saw maybe five properties. And the one that we happened to pick was one that my wife found and what sold her and what sold to us is the fact that the unit that we moved into was so well upgraded that even by today’s standards you’d say, oh, they recently upgraded this unit. It still looks really, really, really nice. So my wife was like, Hey, this is the one we’re moving into. All of the other properties with all of the meat on the bones that you kept talking about, no, I don’t want to live there. I don’t want to live in that situation. But this one at the very least, looks nice enough. It’s comfortable enough mind. It was a five bedroom, two bath apartment. It’s two of us. We didn’t have children. It’s just I’m like, what do we even need five bedrooms? It was massive, but it was also upgraded to the point where she felt comfortable. So pretty much sold us there.

Tony:
And just from an underwriting and analyzing perspective, kadeem, what did that part look like? Or was it really just, Hey, we first want to prioritize us having a clean, safe space to live?

Kadeem:
Right. So because it took a long time from refund check to purchase, I learned all I need to know. The learning is exponential. Once you hit about 80% understanding, you’ll gain a little bit over time, but you have the bulk of it. So I’m like, okay, rents not just minus mortgage, but I’ll pay utilities. My mom’s a homeowner, so it was like, mom, what are you paying for? Tell me everything you pay for so that I can start roping that into my math. The rents were the first floor. We lived on the second floor. The first floor was 1100. The basement was, it was a legal basement. Apartment was 700, the mortgage was 1550. I had no idea what the water bill would go for. My mom’s like I know with my house’s water bill, but I have no idea with a multi-unit water bill.
Well, it couldn’t be. $700 we’re good. All of the wiring was set to where everyone paid their own utilities, excluding the water bill. So I’m like, as long as the water bill isn’t $700 a month, we don’t have rent anymore. We don’t come out of pocket. And it ended up being like $125 a month. We paid every other month cashflow from the beginning. We made every mistake known to man, but because the deal was so good on paper 18 coming in, 14 going out, all those mistakes just kind of got wrapped into it. We were perfectly fine.

Ashley:
Well, I want to hear more about this deal and your next deal, but let’s take a short break and when we come back we’ll get into more of the numbers on this deal. We’ll be right back. Okay. Welcome back. So to recap, you had told us you used an FHA loan on this three and a half percent down. You had 10,000 for a down payment during the loan process. Were there any other fees or expenses or maybe even during the due diligence and inspection of this property that came up that might’ve surprised you?

Kadeem:
Not surprised me because again, BiggerPockets had me by then, so I pretty much knew the costs. I didn’t know, I think it was a thousand dollars or roughly that for the actual, not the appraisal, but the guy who’s on our team, I figured the appraiser is on the team of the bank inspector,

Tony:
Like your property inspector.

Kadeem:
Okay. Yeah, the inspector came. He was a nice old man. He said, I’m not doing this twice, so come with me, come to every room with me and I’ll talk out loud. So you should be able to do this next time. Can I do it now? No. But he walked us through exactly what was wrong and he was like, look, it’s a lot wrong on paper, but it’s perfectly fit for what it is you’re trying to do. There’s some concrete knot level, but as long as no one trips, you’re fine. It’s not that bad. That was a cost. I think we had to pay a few times, whatever the fee is to keep the loan rolling because of how long this process took, I think it took maybe six or seven months to close. It was ridiculous. And we had our own apartments, so we were still paying rents and we’re like, Hey, we need to move in. We’ll never pay rent again. But we’re kind of on a timeline of not just ourselves, but the deal of itself.

Ashley:
What’s one thing we have not mentioned in probably a year on this podcast is PMI. So did you pay PMI with this loan and can you explain what it is?

Kadeem:
Yep. So private mortgage insurance, because we didn’t have 20% equity, we didn’t put 20% down. It’s almost like insurance on the loan itself. I think it ended up being like $50 extra. Again, that’s in that 1450 total PIT, I guess PMI add that in there as well. That doesn’t roll off the tongue as well as PITI. But that additional property Property, oh shoot, I just lost it. Loan insurance essentially, right? It was about $50. So yeah, we paid that. We still pay that oddly enough, because we have not refinanced out of the FHA loan. It’s a 4.2. I mean, let’s keep it there. No need to disturb the interest rate, but yeah, so we still pay it. We’ll address that down the line.

Tony:
Two quick things. Kadeem on the PMI. Well, first, I actually just learned this past year that you can get denied PMI. So PMI is a form of insurance and there are only so many companies in the United States that offer PMI and there are certain properties that they’ll underwrite themselves and they won’t approve for private mortgage insurance. So that was something new to me. So just know as you’re shopping for PMI, there’s an opportunity that someone could say No.

Ashley:
Tony, I have a question on that. Does that mean the lender wouldn’t lend to you Them?

Tony:
Yeah, the lender wouldn’t close.

Ashley:
No. Yeah, or

Tony:
Unless you went up to at least 20% down. But without the PMI, they wouldn’t close on it. And it was actually, it was an investor that I knew that was working with the lender that I knew, and that’s kind of how I got wrapped into it. But the second part of PMI, and even this is more so for you, is that even if you don’t refinance, if the appraised value of the home has increased, where when you compare that to your current loan balance, you’ve got at least that 20% margin. Now a lot of lenders will still remove that PMI even without refinancing. So it could be in your best interest to go call. It’s been a while since you guys purchased that.

Kadeem:
Yeah, we recently went to go sell. So we have on the books and official appraisal where they should have taken it off, if that’s the case.

Tony:
Yeah, so go back and show that to ’em. That could be a way to maybe get the PMI removed. But you mentioned FHA, and I’ve got two questions around that. A lot of folks are worried about FHA because of the kind of hoops you have to jump through during the purchase process and more specifically around the inspection, like the FHA inspection, and you mentioned you were there for it. Were there any hurdles specifically related to the fact that this was an FHA loan that you can call out for Ricky listeners so they know what to look out for as they go through this process?

Kadeem:
So not on the buying end. Again, we tried to sell the property and we were selling it to someone within FHA loan. And so I saw it firsthand the other side. But if I was to look, it’s a whole bunch of little stuff. The paint on the brick outside, can’t have any, chipping a whole bunch of little things that as a buyer, if I’m advising the buyer, you should be happy because these are safeguards for you. Yes, it’s a lot of hoops, but it’s a lot of hoops to make sure that you are buying something that has good bones, that’s going to work for you. The bank is on your side. If you get messed up, they get messed up. So they’re putting these extra hurdles for your advancement for you to make sure that you are purchasing something that’s really good.

Tony:
And I think that’s where a lot of folks also have hesitation is when they are the seller and if they’ve got two offers, one’s FHA one’s conventional or cash, the FHA usually gets bumped down a few rungs, another loan product that’s really common, but then also has its hurdles. Is the VA loan ash. Have you ever worked with the VA loan in that way?

Ashley:
Yeah, so Daryl’s a veteran and he’s doing his first VA loan right now. And from what came back from the inspection, it’s more like safety issues I guess. Instead of actual repairs, there’s two sump pumps in the basement and they needed covers on ’em. Some electrical outlets didn’t have outlet covers on it. There is two stairwells that lead into the basement and one didn’t have a handrail, so it needs a handrail. So those are pretty easy things to do. And then the other thing is there’s an exterior shed that has some rotting wood and paint chipping and they want the rotting wood replaced and the chipping paint it repainted. The problem is is it’s zero degrees right now. Paint is not going to stick. So Saturday is our day to actually go there. The seller already took care of the sump pumps, the outlet covers, so we just have to do the handrail and then we’re like, we have to figure out what to do with this shed.
And so I think we’re either going to take some metal siding from a Morton building and just tack it on there. Oh, it’s got brand new siding, or we’re going to just have to rip out pieces of the wood and just put it up and maybe paint it inside and let it dry, then put it up. I don’t know. We’re going to assess more, but that’s what at least our list was. And I’ve only sold a house to maybe one person that used an FHA loan, and it was kind of a similar thing, more like they’re wanting it to comply with code enforcement laws and stuff,

Tony:
Which in the grand scheme of things isn’t all that terrible. But for a seller who wants convenience during the sales transaction, a lot of times they’ll just want the person who’s going to overlook those things or maybe take care of it themselves.

Ashley:
And this is holding up the loan too, because you have the appraiser come and then they tell you the things and then they have to come back and inspect. I have to schedule with the seller. When can we go and do this stuff or if they’re going to do it. So it’s a lot of back and forth also. And one thing too that delayed the loan was we’ve got the appraisal, but we want to make sure that we have loan commitment, so don’t go and do the repairs. So we could have started a couple weeks ago, but then we had to wait for commitment and then it’s like, okay, now go, but everybody else is ready to close.

Tony:
Yeah, and then in New York, everything takes long anyway, so you add this on top. And actually my closing two years, it’ll be 2030 by the time she close. Don’t say that because

Ashley:
That did happen to be on the property I’m sitting in right now in two years. Two years

Tony:
To close. Well, Kade, I think one last question from you on the first house hack, and I think this is the question that a lot of people ask is even if you have your own separate space, you’re still somewhat living close to your own tenants. And how was the experience for you self-managing for the first time, and what guardrails or kind of boundaries were you able to set with your tenants to make sure that even though they were your neighbors, you still had some level of privacy?

Kadeem:
It was terrible. Just to sum it up, that first round of tenants, I can remember calling my tenant and I can hear her talking not only through the phone but through the floor. He was right under us and she had been there for 10 years. So from her perspective, and this was her argument, you’re the new guy, what do you mean? How are you going to come here? I’m like, but I own the building. I get to set some rules. And she knew we owned the building, and so it wasn’t as professional as we would want it to have been. When we finally turned over our units and had new people come in, then we can put some guardrails up. Right now it’s a little bit more professional, but those first tenants for whom they saw us walk through the property, so I’m like, I know you’re the owner. You were here seven months ago. You were here and now you’re upstairs. I know you’re the owner. And now I can pull on heartstrings and I’m not bargaining at the Walmart checkout line for prices because I know that the person who I’m talking to don’t set them. And when you’re talking to the person who has full control over setting some of the parameters of your agreement, you try for that. So it was definitely difficult until we got new tenants in

Tony:
Kadeem. One follow-up to that is what tactics, or I guess what experiences did you have where they were trying to maybe negotiate with you and how did you navigate that? Did you find yourself not falling victim? I think that’s the wrong phrase, but did you find yourself having empathy for them in that situation and maybe bending the rules or was it you were able to kind of stick to the guns of what the lease said?

Kadeem:
So let’s paint the picture. I was a full-time graduate student. I had a full-time internship. I had a full-time job and was a full-time landlord all rolling. And these were section eight tenants. And I asked my wife, what were the rents back then? And she told me, she was like, but remember we never got their portion. I think it was like 700. And then she was supposed to pay a hundred, not in the year she lived there. Did she pay her 100? And it was like, I can fight this lady over a hundred dollars, but I got school or I got to go to work or a lot of things we ended up budging on because the deal still worked to where if it keeps the piece of the building, keep it and then we’ll just make sure that things are in place whenever you’re no longer our tenant.

Ashley:
Did you guys end up evicting her or terminating the lease or how did she ended up moving out?

Kadeem:
Oddly enough, and this is our discomfort with section eight, is that it works perfect for normal moral people, but if you are immoral, you can take full advantage of it. And we failed an inspection because they were like mouse droppings. And then we had someone come back, sprayed, do all this stuff. We had all the receipts for the company who came and did all of the abatement, but the lady never swept the mouse drop. And I’m like, I’m not going in your apartment to sweep this up. But she knew if they were still there, we would fail again. So even though we paid for the exterminator, we failed again. We went like three months without getting rent from section eight, which everyone considers like, oh, it’s guaranteed if everyone’s moral, it’s guaranteed. But there are definitely people who know the system enough to where they can use that against you. And eventually it was like, Hey lady, if you don’t want to be here, we’ll cut it. We’ll give you a great review, the section eight, and then you can just go somewhere else. And that’s what ended up happening.

Ashley:
So a blessing in disguise, I guess

Kadeem:
Minus the three months we missed out on, but yeah.

Ashley:
Yeah, yeah. But an eviction probably would’ve been just as costly and more of a headache and more time consuming for you to be able to do that. So once the tenant left, did you go and renovate this unit at all or was it already pretty turnkey Besides cleaning up the mouse dropping?

Kadeem:
It was pretty turnkey. It was super minor. One thing that we have across all of our units is it’s all the exact color paint, all the exact cabinets. So with that unit we established the like this is what every single unit moving forward will look like. The next turnover, we just repainted everything to that. So it wasn’t a lot for that particular unit, but that unit was super important because it set the standard for what we would use for every other unit moving forward. And I lived there, so I was doing all the work.

Ashley:
One thing before we go to break I want to touch on is you had mentioned that you and your wife kind of put a strategy together where this first property was in her name and then you went on to get the second property in your name. Can you explain why you decided on this strategy?

Kadeem:
We had to, right, but I know you can only have one FHA loan in your name at a time. And with that assistance with the down payment, that 3.5% down, that was the only way we were able to do it. So we asked ourselves, okay, well I can’t do it in your name. We can refi out. It didn’t really make sense for us at that time. So the second one would be in my name. And then I know we talk about a third deal, the third building we bought mentally with our daughter in mind, and so it’s not in her name, but it’s her building. So we put it on a 15 year mortgage thinking that, oh, this is your first birthday present. By the time you’re old enough to need a car, your building will buy your car. And then when you go to college, your building will pay for your college and then that’ll be the seed money. And so that’s why after the third building, my wife was like, I’m done. We’re getting a house. We’re not moving around anymore. It’s only three of us. We have three buildings. That’s enough.

Tony:
Kadima. I guess we’re kind of going through this quickly, but you went from one to two to three in what sounds like a relatively short period of time. The first one, FHA, the second one was FHA in your name. And what about the third one? How did you finance that one?

Kadeem:
The third one was conventional, so we had to put 25% down.

Tony:
That was just you being able to save all that money from not having living expenses.

Kadeem:
Yep. So we say one bought two, one and two bought three, and then one, two, and three brought our primary house, what we were able to build from the ground up two years ago.

Tony:
That is fantastic. Let me ask one last question across the portfolio right now. Just like ballpark, what’s your cashflow across all those units?

Kadeem:
So we do not have to ballpark, I took notes. We collect a little over $10,000 a month in rent. We bring in, we save about 25% for maintenance CapEx vacancy because I do the management, there’s a little bit of savings there. So profit for the month is about $2,500, and that’s the mortgage on our primary house. So we kind of say we’re still not paying out of pocket any housing related expenses.

Tony:
Kade, congratulations man, because thank you. To go from sitting in the financial aid office all

Kadeem:
Started

Tony:
Right to now being at a point where you’ve got three different investment properties, a new primary that you love, and all of this has been funded by your ability to execute as a real estate investor is I think such an inspiration to everyone that’s listening. Because a lot of times we think about the end goal of real estate investing and different people have different goals, but for a lot of people it’s like, oh, I want to quit my job, or I want to do this, or I want to do that. But there are so many other ways that real estate can change your life for the better. And something as simple as, I don’t have to worry about paying my mortgage every month because I’ve got three other properties that are paying it for me. There is a peace of mind that comes with that that would be hard to get elsewhere.
So man, I love your story. Congratulations brother. So we’re going to take a short break, but when we come back, we’re going to dig into how Kadeem story has evolved and how has investing strategy evolved. We’ll be right back after this. Alright, welcome back. So Kadeem, we just heard before the break about how you scaled at the portfolio and again, congratulations on that. Now, you briefly mentioned that the first bought second, the first and second bought the third, the first, second and third helped you pay for the fourth. I want to talk a little bit more about the third property. I know that one required a little bit more money down. What was slightly different? Because you said that one wasn’t FHA. So just walk us through how that deal was different than the first two.

Kadeem:
It was a lot less expensive as far as the purchase price of the building because we had to come up with 25% down. So it wasn’t a three flat like the others, it was a two flat, which is a two unit building. I know it’s flats being different things, different places, but it really wasn’t that far off. It was a lot quicker. We didn’t have to jump through the hoops of FHA, but we also didn’t have the guide rails of FHA. So all of that due diligence of making sure that it would make sense, that it was safe foundation, all that good stuff was on me and my wife to make sure that this was the deal that we wanted. But I tell everybody, it’s just math. The math makes sense. We got a nice little spreadsheet that we use and here’s what the expenses will be, include all of them, don’t cheat yourself, include all of those expenses. Here’s what you’d likely get, which is just like as a renter, if you know how to find out what an apartment would rent for, then you can just do that backwards and find out what you would rent an apartment for. So this is how much they would rent for, this is how much it would cost. This is what the mortgage would be. There’s a million mortgage calculators out there. It was really easy to say this makes sense on paper. And then we pulled the trigger.

Ashley:
So this property was a two flat tune it, and so you were going to move into one or this was purely investment.

Kadeem:
Purely investment. So it was 160,000 and we put $40,000 down, which still blows my mind to say to even think that we had $40,000 cash. Even though we talk about the portfolio paying our mortgage, we actually do not contribute to the portfolio all. And we never have since the initial $12,000, which you can argue is also not us personally contributing to it, it has been fully self-sustained. And once we realize, Ooh, we shouldn’t pay ourselves rent, pretend we should literally make a second bank account and pay ourselves rent and have the rent once we cut ties with the business altogether, we’ve not intermingled our money at all. And we looked up and said, oh, we have enough for another purchase.

Ashley:
I think that is a really hard portion of being that diligent to just let that money grow and to not touch it and to say, oh, let’s go on a vacation. We’ve got 10 grand extra, we don’t need it. And being able to, when you have that income creep and not having that lifestyle creep with it actually does take a lot of diligence to stay motivated as to why you invested in real estate in the first place. And not only real estate. If you got a big bonus or you got a pay raise or something like that, it’s very, very easy for somebody to have that lifestyle creep that goes up with your increase in income. So congratulations on being strict with yourself to not touch that. And when you did touch it, you continue to invest.

Kadeem:
We still fall a victim to that within our personal lives, but our income creep, our lifestyle creep is strictly based on our nine to fives. My wife’s a nurse practitioner, I’m a child psychologist, so it’s like if you want more, you got to do more in your primary job, but this is just separate.

Ashley:
Let’s look at the numbers on this real quick. So how many years since the purchase of that first property did it take you to accumulate that $40,000 in there?

Kadeem:
So we bought it in 2018. We bought the second property in 2020. I know that you only have to live in the unit for one year. It took us two years management issues, learning curves, and then one year after that, so in a three year span we bought two buildings.

Ashley:
And then how much equity has accumulated in those properties since you bought the first one?

Kadeem:
So we include our primary residence, given that it was bought by the real estate as well. We have about $970,000 in outstanding mortgages, but $1.8 million in total value. So $800,000 in equity.

Ashley:
That’s incredible.

Kadeem:
It’s hard to say

Ashley:
How else they’re going to find $800,000 that you can tap in over that many years.

Kadeem:
We tried to last year sell the first property. We bought it for two 90. We have about two 40 left on it. We started at 3.5%. So it’s taken a very long time to start paying down that mortgage. But it’s value that 600. So just eight years of waiting with it being a hundred percent self-sufficient is roughly $350,000 in equity. And if we could have sold it, we would’ve 10 31 exchanged it into a larger building. And then I would maybe taken up that whole, maybe I’ll be a property manager to benefit from the real estate professional and then just do this full time that’s still on the books if that ends up happening. If not, I have a four month old daughter who’s in need of a building by her first birthday. So either we’re ten thirty one exchanging or we’re just going to buy another two three flat for her first birthday as well.

Tony:
I love this theory of compounding because I think people don’t realize just how, and I’m not talking about compounding in the sense of the stock market and interest and all that stuff. I mean the compounding of your portfolio, because it took you all this time to get that first deal together, but then the first deal fed into the second deal and the first and second fed into the third, the first, second and third fed into the fourth. The first through fourth will feed into the fifth. And the time between each deal starts to get shorter and shorter because this machine that you’ve built gets stronger and stronger. And we talk about it all the time, but it’s like if someone were just to invest in a very boring fashion for the better part of a decade, for most people, they could probably put themselves in a position to at least be somewhat job optional and maybe have options around working less or maybe taking a lower paying job that they enjoy more if they really just focused in for 10 years. And we’ve seen this story over and over and over from so many amazing guests and kadeem. I mean, your story is one that I hope really, really resonates with people because you didn’t do anything sexy. You didn’t do anything earth shattering. You just showed up, put one foot in front of the other and it compounded over time. So man, I love your story.

Ashley:
So I guess before we wrap up here, one thing that you talked about was buying a property for your daughter, but how has real estate really changed the outlook on your kids’ future compared to how you grew up?

Kadeem:
So single parent household, that’s not necessarily real estate related, but just looking at the what’s to come for my daughter, we bring her to the properties all the time. She’s five years old, but she does understand that, oh, this is my, and she’ll say, no, no, no, that’s my property. You did all that work. Yes, but you did that for my property. And she kind of understands the idea of ownership that we rented out or we loan it to people and they pay us. And she was like, oh, well, once it’s paid off, and mind you, this is a five-year-old talking. Once it’s paid off, I won’t need a job. I could just live there for free. And I’m like, you got the right mindset, right? That’s not how it’s going to pan out. But that’s the thought process. You have something that you own that you can live in yourself, you can sell whatever it looks like.
We’ll guide her through that. But I know if I started with that much seed money, oh, it would’ve been over, it would’ve been retired by now. It would’ve been, would’ve an entirely different story. And we’ve been able to, not just for my daughter setting her future up, but when this made sense on paper, we told everybody, we knew everybody with an earshot. I’m yelling like, this makes sense, this makes sense. When it made sense to my mom, she said, oh, okay, cool. Went to her 401k. My mom owns so much more real estate than we do. And started after we started because she had more capital to employ. But I have friends who bought it and used me as resources like, Hey, you have a plumber. I don’t because they’re transient, but I can help you find one. The community that we’ve built within my immediate family, my immediate friend group, everyone’s kind of planning out for their futures, and this is not what I grew up with. This is not the community I grew up in. Yeah,

Tony:
Kadeem, all the more reason. I love your story even more, man. Aside from all the success though, you mentioned some challenges along the way. We’ve hit some of them, but I guess if you could zoom out 30,000 foot view, are there any maybe larger mistakes, strategic kind of mistakes maybe that you feel that you’ve made that Ricky should think about as they get ready to jump into their first deal?

Kadeem:
I didn’t start soon. I didn’t start in college. If I was really smart, I would’ve come up with this and instead of renting a house, I would’ve bought that house that my friends and I’d still have a property in a college town. I think this just worked so well. I didn’t make this up. You guys didn’t make this up. Math has one, plus one has always equal two. Before we knew it was it did. Real estate has always worked so well that even when you overpaid, because I’ve overpaid for so many things in the grand scheme of things, just do it. Even the mistakes that you can come up with are so small at that 30,000 foot view that once I look up from that vantage point, I don’t even see mistakes. They’re just little blips,

Ashley:
Kadeem. I have to ask that college house, have you ever gone back and looked at what it’s valued at now or what people are paying for rent now?

Kadeem:
I looked at what the mortgage was when we lived there and we were paying maybe like $2,000 combined with the five people paying $400. And I think the mortgage should have been like a thousand dollars. And again, resonated with this idea that don’t tell anyone. And I guess we can’t do this on the podcast, but my plan is still to go back and buy a house in my college town where I still know people from my fraternity and say, you guys can live here. Don’t mess it up. But knowing that you have a constant recycling potential tenants, all of whom are paying with refund checks who don’t have a grasp of money yet, and they’re like, here it is the whole year in one, that’s still a plan.

Ashley:
Well, anyone listening that knows the best flooring that makes beer spills less sticky, reach out to Kadeem, whoever is frat Alice who’s going to purchase there. Well, thank you so much for coming on the podcast today. We really appreciated you taking the time to share your story and also all of the knowledge that you’ve obtained since you bought that first property. Where can people reach out to you and find out more information?

Kadeem:
Because I’m not a realtor or anything like that. You can follow me on Instagram. I document almost everything we do. I’m really bad at it, so don’t be surprised. But I’m trying to get a little bit better on Instagram. I’m Kadeem Ali, so K-A-D-E-E-M-A-L-I, which is just my middle name. And then TikTok is Kadeem the Ali, because I started the TikTok a long time ago, forgot about the password and couldn’t keep my original name. So Kadeem Ali on Instagram and Kadeem the Ali on TikTok.

Ashley:
Well, thank you guys so much for listening today. I’m Ashley. He’s Tony, and we’ll see you guys on the next episode.

 

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ACV Auctions (ACVA) Q4 2025 Earnings Transcript


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DATE

Monday, Feb. 23, 2026 at 5 p.m. ET

CALL PARTICIPANTS

  • Chief Executive Officer — George G. Chamoun
  • Chief Financial Officer — William R. Zerella
  • Chief Legal Officer and Secretary — Timothy M. Fox

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TAKEAWAYS

  • Revenue — $184 million, reflecting 15% growth year over year, at the high end of guidance.
  • Adjusted EBITDA — $8 million, up 36% year over year and above the high end of guidance.
  • Units sold — 193,000 vehicles in Q4; full-year unit growth over 86,000 vehicles, or 12%.
  • Full-year revenue growth — 19% increase compared to prior year.
  • Adjusted EBITDA growth (full year) — Grew by over 100%, signaling significant scaling leverage.
  • Unique sellers and buyers — 15,000 unique sellers and over 22,000 unique buyers used the platform in 2025.
  • Franchise rooftop penetration — Achieved 35%, hitting a new milestone for the year.
  • Major account rooftop penetration — Increased 300 basis points year over year.
  • ClearCar impact — Dealers using ClearCar increased wholesale volumes on the platform by over 50% after implementation.
  • ACV MAX impact — New ACV MAX dealers raised wholesale vehicle sales by an average of 40% within one quarter.
  • Marketplace services revenue — Accounted for 39% of total revenue with 23% year-over-year growth, led by ACV Transport and ACV Capital.
  • Transport revenue and volume — ACV Transport saw 20% revenue growth and completed 110,000 transports; margin in the low-20% range met midterm target.
  • ACV Capital revenue — Delivered 48% revenue growth, with risk exposure actively reduced.
  • ACV Guarantee — No-reserve auctions rose to 19% of sales, with conversion rate improving by 150 basis points year over year.
  • Auction and assurance revenue — Comprised 55% of total revenue, growing 11% year over year despite a tough comparison; Auction and Assurance ARPU reached $528, up 6% year over year and 4% sequentially.
  • SaaS and data services revenue — 5% of total revenue, growing 8% year over year, with growth accelerating.
  • Non-GAAP cost of revenue — Increased approximately 400 basis points as a percentage of revenue due to higher arbitration costs in a targeted customer cohort; mitigation actions begun and showing early positive returns.
  • Non-GAAP operating expense — Excluding cost of revenue, decreased approximately 400 basis points as a percentage of revenue year over year, demonstrating operating leverage.
  • Q1 2026 guidance — Revenue expected between $200 million and $204 million, up 9%-12%; adjusted EBITDA between $14 million and $16 million with a margin target of 7%-8%.
  • 2026 full-year guidance — Revenue projected at $845 million to $855 million (11%-13% growth); adjusted EBITDA between $73 million and $77 million, an approximate 28% increase.
  • Cash and debt — Ended Q4 with $270 million in cash and cash equivalents, including $171 million of marketplace flow, and $190 million in debt.
  • OpEx guidance — Non-GAAP OpEx (excluding cost of revenue) to grow approximately 9% in 2026, down from 12% in 2025; includes $11 million for go-to-market initiatives.
  • Field expansion — Ongoing hiring and training of 20-30 inspectors underway to hit footprint goals by Q3 2026.
  • Viper launch plan — Early access implementation pacing at five to ten units monthly, with the goal of fielding 100-200 units by year-end; over 200 dealers have expressed interest.

SUMMARY

Management forecasted adjusted EBITDA margin expansion for 2026, even as operating expenses grow due to investments in field and technology initiatives such as Viper. Operational improvements in arbitration handling include more direct validation by inspectors, which may improve arbitration cost trend normalization. The company’s no-reserve guarantee offering saw accelerating buyer engagement, as average bidders per car surpassed ten, indicating higher platform liquidity. Geographically, leadership attributed robust unit growth in regions like the Carolinas and South Florida to targeted management changes and redeployment of high-performing employees. Subscription-based models are under consideration for future revenue streams, with pilots bundling software and wholesale services already underway at select dealer rooftops.

  • Management noted that competitive concerns over ARPU pressure are not expected to materially impact forward ARPU, stating, “I do not anticipate ARPU to go down meaningfully.”
  • Dealers using Viper and ClearCar have begun acquiring 4%-10% of all repair orders passing through their service drives, with several sites surpassing 100 cars monthly through this channel.
  • Market share gains are conservatively modeled for 2026, with expectations for acceleration in the second half as new investments take effect.
  • CEO Chamoun described ACV Auctions (ACVA 14.71%) as the “AI disruptor in this category” and emphasized the company’s data-driven guarantee model as a distinguishing moat relative to potential new entrants.
  • Dealer adoption of bundled offerings is positioned to expand total addressable market at the rooftop level, leveraging integration with DMS and CRM platforms.

INDUSTRY GLOSSARY

  • Rooftop penetration: The proportion of franchised dealership physical locations (“rooftops”) using a company’s platform relative to the total addressable market in that channel.
  • ARPU (Average Revenue Per Unit): Average revenue earned per vehicle sold in the Auction and Assurance segments.
  • TAM (Total Addressable Market): The aggregate revenue opportunity available if the company achieved full market penetration for a particular service or product.
  • Service drive: The dealership department where repair, service, and maintenance are performed; a key location for consumer vehicle acquisitions.
  • Arbitration: The process of resolving disputes between buyers and sellers regarding post-sale vehicle conditions on the platform.
  • ClearCar: Data product that helps dealers make instant consumer appraisals and offers within their service departments.
  • ACV MAX: Inventory management and appraisal tool offered to dealers.
  • Viper: An AI-driven inspection and vehicle data capture system aimed at enabling scalable consumer car acquisition at dealerships.
  • No-reserve auction/guarantee offering: Auctions conducted without a minimum selling price, backed by the company’s guarantee to sellers; buyers benefit from greater assurance of sale closure.
  • Flow: Cash-in-transit, representing funds temporarily held as part of marketplace operations before settlement.
  • Major account: Large dealership group or high-volume client managed via specialized engagement teams.
  • VCI: Refers to field roles for territory expansion, likely “Vehicle Condition Inspectors.”
  • Repair order (RO): The documented summary of service work performed on a vehicle at a dealership.

Full Conference Call Transcript

George G. Chamoun: Good afternoon, everyone, and thank you for joining us today. We are pleased with the ACV Auctions Inc. team’s execution in Q4, delivering revenue at the high end of guidance and adjusted EBITDA above the high end. Our performance was driven by solid execution in our dealer wholesale business despite challenging market conditions. As we continue to gain market share, expand our dealer partner network, and drive adoption of our value-added dealer solution. And, ACV Transport and Capital delivered strong revenue performance. We also executed on our product road map to further differentiate ACV Auctions Inc.’s marketplace experience, support our commercial wholesale strategy, and expand our TAM.

Turning to 2026, we are expecting revenue growth in the low double digits and adjusted EBITDA growth of approximately 28%, which includes additional growth investments to support our medium-term financial targets. We are confident that on this profitable growth strategy will create significant long-term shareholder value. With that, let’s turn to a recap of our results on Slide 4. Q4 revenue was $184 million, growth of 15% year over year. And we sold 193,000 vehicles. For the full year, we delivered 19% revenue growth and grew units by over 86,000. Or 12% year over year. And adjusted EBITDA grew by over 100%. Demonstrating the scale in our model.

Next on Slide 5, we will again focus our discussion around the three pillars of our strategy to maximize long-term shareholder value. Growth, innovation, and scale. I will begin with growth. On Slide 7, we highlight how ACV Auctions Inc. is leveraging AI to attract new buyers and sellers. Increased penetration and wallet share and gain traction with large dealer groups. Let’s begin with our marketplace. Our highly accurate condition-adjusted pricing guidance enables sellers to set more informed reserve prices. Flexible auction durations and scheduling allow dealers to customize their marketplace experience. Given the challenging market conditions in Q4, dealers increasingly leaned into ACV Auctions Inc. technology.

For buyers in our marketplace, we tailor their experience across buyer personas and optimize the bidding process by providing AI-enabled recommendations informed by dealer preferences and current market factors. These investments in our leading marketplace experience were key to growing our dealer network in 2025, with 15,000 unique sellers, and over 22,000 unique buyers, transacting with ACV Auctions Inc. Our franchise rooftop penetration achieved a new milestone, reaching 35% during the year. And our major account team delivered impressive results with a 300 basis point increase in rooftop penetration. Next on Slide 8, I will provide some highlights on our data services. Market traction for ClearCar remains strong.

Especially for ClearCar Service that enables dealers to seamlessly produce consumer appraisals and offers in their service lanes. ClearCar is also an effective lever to increase wholesale wallet share and attract new dealers to our marketplace. During 2025, existing dealers that launched ClearCar increased their wholesale volumes on ACV Auctions Inc. over 50% after going live. We are also seeing early momentum with our strategy to bundle ACV MAX with wholesale. A recent cohort of new ACV MAX dealers increased their wholesale vehicle sales on our marketplace by an average of 40% within one quarter of launching MAX. Our strategy to offer a broader set of value-added solutions is creating another growth lever for ACV Auctions Inc.

Again this quarter, we are excited to share feedback from one of our dealer partners. The Hendrick Automotive Group, which is using ACV Auctions Inc.’s full suite of offerings. We posted a video on our IR website highlighting the significant value they are driving from ACV Auctions Inc. solutions. Turning to Slide 9. From a geographic perspective, we continue to drive strong growth within our more established regions, where network effects are driving significant market share. At the same time, our footprint has expanded across the country, as highlighted in these four regions, which delivered strong year-over-year unit growth in Q4.

As we discussed on our Q3 call, there are certain emerging regions where we are increasing our territory manager and VCI footprint to drive accelerated growth. These efforts began in Q4, will continue during 2026, and we are confident in the medium-term growth outlook for these markets. Turning to Slide 10. Let’s review our Marketplace service offerings, beginning with ACV Transportation. The Transport team had strong execution in Q4, with 20% revenue growth and 110,000 transports delivered. AI-optimized pricing continues to drive strong growth and operating efficiency. Revenue margin has already achieved our midterm target in the low 20s. And our off-platform transportation service continues to gain traction from our dealer partners, creating additional growth opportunities.

Last, I will wrap up the growth section on Slide 11 with ACV Capital highlights. ACV Capital delivered strong revenue performance, with 48% year-over-year growth in Q4, despite actively lowering our exposure to higher-risk customer segments. The ACV Capital team implemented new growth strategies while driving process enhancements to mitigate portfolio risk. As such, we are confident that ACV Capital will remain an important value-added service for our dealers and a long-term growth opportunity. Next on Slide 12, I will address the second element of our strategy to drive long-term shareholder value: innovation. Turning to Slide 13, let’s go deeper into how we are leveraging ACV Auctions Inc.

AI to drive growth and to deliver value to our dealer and commercial partners. Using machine learning, we combine inspection data and dynamic market data to provide real-time pricing for every vehicle within ACV Auctions Inc.’s pricing platform. For example, we are leveraging our pricing platform to offer ACV Guarantee to sellers and deliver no-reserve auctions to buyers. This offering remains the fastest-growing channel in our marketplace. We are pleased to see ACV Guarantee mix increase to 19% in Q4. As a reminder, our guarantee sales is a highly differentiated offering that benefits buyers, sellers, and ACV Auctions Inc. by accelerating bidder engagement, increasing buyer satisfaction, removing seller market risk, while delivering a 100% conversion rate.

We are confident our guarantee offering will be another key driver of market share gains. On Slide 14, we highlight how we are further differentiating ACV Auctions Inc. in the market.

William R. Zerella: With AI-driven next-gen products like Viper and Virtual Lift. We are extending our industry-leading inspection technology, vehicle data, and pricing capabilities to dealers looking to unlock consumer vehicle acquisition at scale in their service lane. At the recent NADA Industry Conference, we announced the next wave of availability for the Viper early access program, and dealer reception was tremendous. We are excited to kick off the commercial launch of Viper with select dealer partners, providing them with a unique and scalable consumer sourcing platform. It will expand our TAM at a rooftop level by tapping into the large peer-to-peer segment.

And by leveraging pricing models that bundle Viper with wholesale, we are creating a powerful new lever to drive wallet share expansion and unit growth. Wrapping up on innovation, let’s turn to our commercial wholesale strategy on Slide 15. We are pleased to see the initial range of capabilities developed over the past year powering our first greenfield remarketing center in Houston. Our team has been in active conversations with commercial customers to deepen our understanding of their requirements for the next phase of our software build. We believe this new digital model and end-to-end experience will transform commercial vehicle remarketing, and we also look forward to launching an additional greenfield location in Chicago this year.

With that, I will hand over to Bill to take you through our financial results and how we are driving growth at scale.

William R. Zerella: Thanks, George, and thank you for joining us today. We are pleased with our Q4 financial performance, with revenue at the high end of our guidance range and adjusted EBITDA exceeding the range. On Slide 17, let’s begin with a brief recap of our fourth quarter results. Revenue of $184 million grew 15% year over year compared to very strong results in Q4 2024. Adjusted EBITDA of $8 million grew 36% year over year, reflecting strong expense discipline. Finally, non-GAAP net loss of $1 million was favorable relative to our guidance range. Next, on Slide 18, let’s review additional revenue details.

Auction and Assurance revenue was 55% of total revenue and grew 11% year over year against a very tough comparison of 40% growth in Q4 2024. This performance reflects 5% unit growth, which also faced a tough comparison of 27% growth in Q4 2024. Auction and Assurance ARPU of $528 grew 6% year over year and 4% quarter over quarter. Marketplace Services revenue was 39% of total revenue and grew 23% year over year, reflecting continued strong performance for ACV Transport and ACV Capital. Lastly, our SaaS and data services product comprised 5% of total revenue, with year-over-year growth accelerating to 8%. Next, I will review Q4 costs on Slide 19.

Non-GAAP cost of revenue as a percentage of revenue increased approximately 400 basis points year over year. The increase was primarily driven by higher arbitration costs as expected within a specific cohort of customers. Recall that our Q4 guidance assumed arbitration would remain elevated in the quarter but that trends would normalize in 2026 following mitigation steps we implemented. These steps are already showing positive returns in early 2026. Non-GAAP operating expense excluding cost of revenue as a percentage of revenue decreased approximately 400 basis points year over year, reflecting operating leverage in our model. Moving to Slide 20, I will frame our investment strategy as we drive profitable growth.

In 2026, we expect OpEx growth of approximately 9%, which is a decline from 12% in 2025. Note that 2026 OpEx includes approximately $11 million in additional go-to-market spending to support regional growth objectives. Even with these growth investments, adjusted EBITDA margin is expected to increase approximately 100 basis points year over year. Next, I will highlight our strong capital structure on Slide 21. We ended Q4 with $270 million in cash and cash equivalents and $190 million of debt. Note that our cash balance includes $171 million of marketplace flow. In the figure on the right, we highlight our solid operating cash flow, which reflects adjusted EBITDA growth and margin expansion. Now turning to guidance on Slide 22.

First-quarter revenue is expected to be $200 million to $204 million, growth of 9% to 12%. Adjusted EBITDA is expected to be $14 million to $16 million, reflecting a 7% to 8% margin. 2026 revenue is expected to be $845 million to $855 million, growth of 11% to 13%. Note that full-year revenue guidance assumes that our go-to-market investments will drive slightly higher growth in the second half of the year. 2026 adjusted EBITDA is expected to be $73 million to $77 million, growth of approximately 28% year over year. We are expecting non-GAAP OpEx excluding cost of revenue to grow approximately 9% year over year. And with that, let me turn it back to George.

George G. Chamoun: Thanks, Bill. Before we take your questions, I will summarize. We are pleased with our Q4 execution while navigating through challenging market conditions. We continue addressing these market challenges by enhancing our technology and operating models, ultimately making us even more resilient. We are attracting new dealer and commercial partners to our marketplace, and expanding our addressable market, which positions ACV Auctions Inc. for attractive growth as market conditions improve. We are delivering on an exciting product roadmap, powered by ACV Auctions Inc. AI to further differentiate ACV Auctions Inc. and drive operating efficiencies. We are focused on achieving strong adjusted EBITDA growth and delivering on our midterm targets that we believe will drive significant shareholder value.

We are committed to achieving these results while building a world-class team to deliver on our goals. With that, I will turn the call over to the operator to begin the Q&A.

Operator: Thank you. We will now be conducting a question-and-answer session. You may press 2 to remove yourself from the queue. Our first question comes from the line of Andrew Boone with Citizens Bank. Please proceed with your question.

Andrew Boone: Thanks so much for taking my questions. I would love to just double click in terms of 4Q 2025 units sold. We have seen this deceleration. Can you just help us understand whether that is competitive pressure, the market, macro, anything you want to call out in terms of highlighting 4Q results? And then I would love to ask about MAX. It sounds like you are seeing real results in terms of better integrating with dealers to just drive more volume. Can you help us understand what is the roadmap to drive better MAX adoption more broadly? Thank you.

George G. Chamoun: Yes. Hey, Andrew. When you look at Q4, first, we delivered, as you can see, on our revenue executions. We think we had a strong quarter from a revenue perspective. For the year, we grew units 12%, so that was solid. And when you look at the Q4 compare, it was a tougher compare. But what we are doing about creating more growth are the things we talked about. We are adding more inspectors out in the field. So we will start to see that benefit throughout this year. That is one area we are adding. We also talked about investing in a few more of the regions where we are adding additional territory managers.

Andrew, we talked about that on the call. And then we also talked about our differentiation with our products like MAX that you brought up. But I do want to actually bring up the real backdrop here. Dealer wholesale is growing from the physical auction. Still 70% of the business out there is happening at physical auction. So the broader need is still just to bring more and more business being had at physical auctions over to digital. Between our differentiated offerings, it is starting to happen more and more. On your second question on MAX, we are really starting to scale that business where it is now being connected more to wholesale.

For some of the rooftops, we added an additional offering that put the guarantee on units. So not only are we providing pricing guidance, but we will put a guarantee. And we are starting to scale that with additional rooftops. So we look forward to scaling MAX additionally throughout the year.

Operator: Thank you. Our next question comes from the line of Rajat Gupta with JPMorgan. Please proceed with your question.

Rajat Gupta: Great. Thanks for taking the question. So I had a question just following up on the previous one. It looks like your 2026 guidance does not assume much of a change in overall market share growth versus what you saw in recent quarters, and despite your incremental margins moving lower versus where you were last year. I am curious why that would be the case. If there are any one-time investments, maybe Viper and other initiatives around commercial, that might be causing that incremental margin to slow down. I mean, it just seems a little counterintuitive looking at incremental margin dropping versus market share not accelerating. Could you clarify that? And then I have a quick follow-up. Thanks.

George G. Chamoun: Yes, certainly, Rajat. Yes, so I will start, and then Bill can chime in. Two of the investments we are making, at least two, and Bill can chime in with the additional, are what we have made in the field, which are additional inspectors. We are hiring some additional territory managers, as I mentioned a few minutes ago. So that is one area of additional expense. And Bill can go a little deeper. And second is, yes, starting to invest in the Viper rollout. So that is also part of the numbers.

So we believe, Rajat, as we are making these investments throughout the year, we will start to see more of an impact towards the back half of the year because, obviously, it takes a little time to get these things going. But maybe you can chime in with some more of those. Yeah. So Rajat, just to go through the numbers again. So

William R. Zerella: So the incremental spend that we baked into our guidance for this year in terms of those go-to-market investments is approximately $11 million. If you look at our incrementals excluding that, it would have actually grown 500 bps year on year from 25% to 30%. So that is number one, to ensure you got the right numbers, right? And as George said, at this point, it is early in the year. We are making these investments, obviously, with the objective of driving more share gains. But we are pretty conservative at this point in terms of what we are going to bake into our guidance until we start to see these investments pay off over time.

Rajat Gupta: Understood. So the market share, essentially you are implying higher market share acceleration later in the year, assuming these investments bear some fruit? Right?

William R. Zerella: Yes, there is a slight increase in the second half of the year versus the first half. But again, we are taking a more conservative perspective at this point until we start to see this play out over time.

Rajat Gupta: Understood. Just a quick follow-up, a little more high-level question. Could you maybe comfort investors around the risk of AI to the business? I mean, clearly, there seems to be a lot of interpretation around anything you can help provide more clarity around that? What differentiates ACV Auctions Inc.? What differentiates your business model? Is there risk? Is there benefit from AI? Maybe if you could dig a little deeper into that and just how you are thinking about that. Thanks.

George G. Chamoun: Yeah. I mean, the irony, Rajat, is we are that disruptor. We are the AI disruptor in this category. So we are that company that is aiming to change automotive for the better. We are the company that is trying to help a traditional retailer, like a franchise dealer, have cars drive through a service drive, take pictures and videos, and predict the retail price within $38 of what it is going to sell for, and estimate the wholesale value within $100 to the point we will guarantee it. We are the ones making predictions on what types of inventory they should be buying and selling.

We are adding new capabilities throughout the year that we believe will help franchise dealers become more efficient and actually need fewer people. So yes, we are huge fans of what you can do with AI. We are aiming to be that disruptor. We are aiming to be the one that helps franchise dealers modernize their use of these tools. We are integrating with a lot of different vendors. It is not like we are picking one widget or one thing. We are integrating with all the CRMs and all the DMS solutions. And so regardless of what tech stack the dealer chooses, we should be one of the beneficiaries of the theme that you are hearing from investors.

All industries will change. AI will change every single industry. This will be one of them. And we should benefit from that.

Rajat Gupta: I guess the interpretation is that there might be a new startup or a young company that could do what you are doing in a much easier fashion, in a much simpler fashion, maybe providing that inspection capability to the dealers directly, or the pricing capabilities. Is there anything you can do to protect your position, or do you even see that as something realistic or practical? Thanks.

William R. Zerella: Yeah. I think, look. I think investors should do their homework. They should watch the video we posted regarding what we do for

George G. Chamoun: the largest private automotive company in the country, posted in our Hendrick Automotive. Watch that video, see what we are doing. They should do the research. We are doing this for some of the public automotive groups who speak very highly about what ACV Auctions Inc. is doing for them.

William R. Zerella: I think

George G. Chamoun: when you do your homework, you will see we are not just predicting numbers. We are predicting them to the point where we can back them and guarantee them. So yes, there could be startups that emerge in this category. But I think they would have to raise hundreds of millions of dollars, if not billions, to then have the balance sheet and the data, which will be very difficult to do, where we have inspected over 1 million cars a year. We know all these scratches, all these dents. We have now earned the credibility to be part of the workflow for all these dealer groups.

So I could see why in other industries they would be concerned, but in this one, Rajat, we are that disruptor.

Rajat Gupta: Fair enough. Great. Thanks for all the color and good luck.

Timothy M. Fox: Yes. Thank you. Thank you.

Operator: Next question comes from the line of Ron Josey with Citi. Please proceed with your question.

Ron Josey: Great. Thanks for taking the question. George, I want to ask about conversion rates, just wondering if they returned back to normal seasonality in the quarter after some sort of ups and downs last year, and then some conversion rates into 2026. And then maybe bigger picture, when we look at the unit growth improvements across the Carolinas, South Florida, Southern California, East Texas, remind us what led to that outsized growth here and what this means going forward? Thank you.

George G. Chamoun: Yes, certainly, Ron. On the first point, our conversion rate for Q4 was up year over year. Where most of our competitors were flat or down. So we did see a year-over-year improvement in conversion rate. And we saw that overall improvement where our no-reserve sale, which we refer to our investors as the guarantee offering, we give the guarantee to the seller, the buyer gets to know a no-reserve offering where they can bid without a reserve. It is really helping not only differentiate ACV Auctions Inc., but delivering a better buying experience, better seller experience. So we did see conversion rate improvements. Obviously, Q4 is always tougher on conversion rates. But we are executing well.

And we actually do see our overall guarantee and no-reserve offering continue to grow. This quarter, it started out. We are already in the 20% range of our total units now selling, and we are seeing more and more of our customers start to adopt the product. So one, I would say conversion rate, I believe we are starting to become some of the best in the industry. And we did also, to help on conversion rates, get a little harder on sellers who were giving us overpriced cars. We did get rid of a few sellers. We implemented more policies to make sure it is a better buyer experience.

So we are being more and more prudent on not just chasing units, but making sure we are building the best experience. So we started to really manage the marketplace with stricter rules. And that is really coming out. I think we are seeing higher buyer NPS as it relates to sell-through rate. Conversion rate is probably the best it has been in several years. So we are seeing some confidence from buyers coming back on conversion rate. So that was a long way to conversion.

William R. Zerella: Yes. And then, Ron, just to put a finer point on the numbers year on year, sell-through in Q4 was up 150 bps, which for us, as we think about our business and the trends that we can hopefully drive going forward, can over time become more and more material.

George G. Chamoun: And then on your second question, what did we do differently? We brought, for example, to the Carolinas, we took a very strong performer of ours that was in the New York Metro Area who was a territory manager. We promoted him to a regional director down to the Carolinas. So we brought somebody that really knew the ACV Auctions Inc. model. He then worked with the local territory managers. We also, I believe, added an additional territory manager in this region. We hired additional inspectors. And we really just doubled down. Strong execution. They really know how to present our differentiated offering.

So, yeah, I would say that market, the Carolinas, took us a little bit longer than we would like to grow. But now it is growing. And we have strong talent there. They have great momentum. And we feel really good about it. Same story with South Florida. Our team down there is just a great team. They keep differentiating the ACV Auctions Inc. offering, whether it be the sale. They also were some of the ones that are starting to leverage our inspector teammates to go out and help on the buying activity on the demand side.

So we are leveraging our inspector base not only at listings, but just getting out into the field more with both sellers and buyers. So that leader down there I met with last week is doing a fantastic job of just building out South Florida. So, yeah, we are really showing that region by region, we have more work to do over here. But I am really, really excited to see we have the right talent, we have the right folks out there. We are starting to take share at healthy rates.

Operator: Thank you. Our next question comes from the line of Bob Labick with CJS Securities. Please proceed with your question.

Bob Labick: Good. Thank you. I wanted to ask about Viper. You talked about rolling out this. You talked about a lot of dealer interest at recent shows and such. Have you said, I guess, when will it be in the field? But more importantly, what are the keys you are watching for in your launch once you get it out there before you decide to do maybe a more widespread rollout?

George G. Chamoun: Yes. Thanks, Bob. So our number one priority with Viper in these initial routes is really to help ensure the dealer is going to be able to leverage us to acquire more vehicles. We think about dealers. When dealers are optimizing their revenue, it is all about the top of the funnel, sourcing more cars. If they can source more cars, then they can optimize and decide which cars they should be retailing, which cars should they be wholesale. So these initial customers primarily have ACV MAX, their inventory management system. Our goal is to get them to buy more cars.

So think a dealer buying 30, 40, 50, 70-plus cars off what they call off the curb or off-street, primarily from their service drive. So that is a key KPI, helping them buy more cars. Some of the dealers we are talking to have very large goals. Bill and I actually met with one of them last week. And the general manager of that store was a dealer who said he would like to buy 100—

William R. Zerella: What was the number? He wants to retail 100 more used cars a month, which means he is probably going to buy more like 125 or 130.

George G. Chamoun: Yeah. Right. And retail ones that he wants to keep. So that would be an example, Bob. Here is a dealer who just got Viper, and those are the words of a specific dealer. And so we are excited because here is the simple math. They buy more cars, they are going to wholesale more. The more they buy, they are going to keep the best 60% to 70% for retail, and then they will wind up wholesaling somewhere around 30% to 40% of these cars. And so think about it as TAM expansion for us at a rooftop level.

So you will see cars that either would have gone peer to peer or cars that would have gone to one of the large big-box type companies will now get purchased by that dealership. So said another way, we think some of the best-run dealerships in the country are going to be dealers that have Viper. And if we could turn that rooftop into one of the best-run dealerships in the country, then there is an even bigger reason to be working with ACV Auctions Inc. and the ACV Auctions Inc. portfolio.

Bob Labick: Okay. That is exciting. So I cannot wait to watch that as it rolls out. And you gave us a few stats on ACV price guarantee, 19% in the quarter and ticking up already for no-reserve auctions and percent of volume. Is there a natural level or goal for that or a level that it cannot go above? Or how do you think about the progression in the no-reserve auctions and the percent of volume that could be?

George G. Chamoun: I think if we could see our no-reserve sales being—this will not, I do not know what it will hit this year—but I think if it hits the mid 20% range this year, I would be ecstatic. Maybe higher. Who knows? But we are not saying every single car should run no reserve, right? If you look at some vehicles, like a frontline vehicle, a dealer just running it 24 hours on our platform, we are not saying every single car needs to run that way. But there is a halo that is happening on ACV Auctions Inc.’s marketplace right now. Because the more cars that are running no reserve, buyers are showing up.

We are still—now I think I mentioned on a prior call that we have got 9.8 bidders per car. I think we are now at over 10 bidders per car. So that keeps climbing. We have got tremendous bid activity. That is on average, because there are some cars that might have 20 or more bidders per vehicle. So we have got great bid activity. It is allowing us to have our data science and predictions get better and better. Rajat asked the question earlier about AI.

I mean, when you think about the ultimate sort of machine learning AI predictor, it is not just using third-party data out there on the internet, but this is our data where we can put a number on a car, measure how well we execute, and then have the bidirectional integration with the DMS where we know what dealers are retailing the cars for. We are in a really unique spot. So we are really pleased with where we are today with our guarantee offering and how it is producing these no-reserve opportunities for buyers.

William R. Zerella: Thank you, Bob.

Operator: Our next question comes from the line of Christopher Alan Pierce with Needham & Company. Please proceed with your question.

Christopher Alan Pierce: Hey, good afternoon, everyone. Just to understand—I may not have the math right—but if I look at just pure auction and assurance revenue per unit, it is in line with Q3. And on the prior call, you talked about incentivizing sellers, power sellers, and people to try the price guarantee. Should we—and I know that incentivizing power sellers has sort of been a long-standing industry dynamic—should we think about that for you guys as something that is not temporary and that is going to be the new normal as industry competitive levels change? Or am I reading into something? I just want to get your thoughts on that.

George G. Chamoun: Yeah. I think that is a good point. We are revenue per unit in Q4 was healthy, to your point. And I do not think you should think of that as temporary. We are not that worried about competition. We think revenue per unit is going to hold. Bill might be able to add a little more color here. But I think that is a really good point. We did want to bring up to investors in the last earnings call that we did not want our investors, I mean analysts, significantly increasing ARPU over the next year, to give us that ability, as you said, to reinvest. Having said that, I do not anticipate ARPU to go down meaningfully.

But Bill, maybe there is more you can chime in here.

William R. Zerella: So Chris, just to look at the numbers. So in Q3, right, our Auction and Assurance ARPU declined slightly from $523 in Q2 to $508, and then it bounced back up in Q4 to $528. So what is baked into our modeling going forward and incorporated into our guidance is an assumption that $528 pretty much is flat to maybe up very modestly in 2026. So that is the modeling that we have baked into our financials in terms of what we are giving you for the year. We will see how it goes, but it is going to hold up probably slightly better than we previously were modeling on our last call.

Christopher Alan Pierce: Okay. And then just on competitive dynamics broadly, I feel like there was a school of thought that if we look back two years ago, wholesale was going digital, and it was going to be a winner-take-most market. Would you push back on maybe investor sentiment changing or industry sentiment changing—that wholesale is going to go digital, but it will be a duopoly-type market, and there will naturally be buffers for each other’s growth, and comps will play a role and things like that? When you look at the industry three to five years from now, do you have a different perspective than you did maybe 18 months ago?

George G. Chamoun: I think at the end of the day, we are going to focus on being the leader. I believe we are still the dealer-to-dealer wholesale leader. We put on—how many units last year? I will call it 86,000 units. I do not believe anybody else put on 86,000 dealer wholesale units last year. And when you think about our differentiator, we are adding—we are not only in the wholesale category. We are helping dealers operate their business better. I really recommend, as folks are thinking about this, not only watching the videos but talking to our end customers. The people we are working with are happy with our wholesale results.

They are really saying ACV Auctions Inc. is helping us run our business better. Go back to Rajat’s question about AI changing industries like automotive. And I think investors should be worried that AI will change industries. I think that is a legitimate worry. We are doing that in this industry. We are helping dealers execute better. Now, is there still a way to go where physical auctions are still the majority of the cars sold? Yes. And we will continue to grow. Now, I would also say there is credit to the idea that it may not be a winner-take-all. There could be a couple winners in this category. I think there is truth to that, too.

So I think we are going to be the leader. I believe we are going to have the most differentiated offering. And I believe there is also room for others, because at the end of the day, there is only roughly 30% of the industry right now that has moved to digital.

Christopher Alan Pierce: Okay. Thank you and good luck.

William R. Zerella: Thank you.

Operator: Thank you. Our next question comes from the line of Eric James Sheridan with Goldman Sachs. Please proceed with your question.

Eric James Sheridan: Thanks so much for taking the question, guys. Maybe two if I could. Given some of the moves you have made to expand footprint through 2025, how should we be thinking about investments to deepen that footprint reach in 2026 as a driver of growth and how that fits into your broader strategic priorities? That would be number one. And any update on Project Viper? I do not think I saw anything in the prepared remarks. Anything on the call so far. I just wanted to get a quick update on the technology side from Project Viper and how to think about that rollout as we get deeper into 2026 as well. Thanks so much.

George G. Chamoun: Yes, certainly, Eric. So we are hiring away on the inspectors. I think between the next couple of months, we have between this month and next month around 20 or 30 people in training right now. So we are hiring. We are training. We will hit our inspector number goals, I am hoping, by Q3, which incorporates both the hiring and training, to really get the national footprint I would like in place right now. So you will see us continually executing in that regard to increase our opportunity of going out and inspecting more cars and growing our footprint across the country. So it will take us several quarters to both get the hiring and training in place.

But I would like to get this national footprint the way I would like it to be from a talent and inspecting-more-cars-a-day perspective. My goal is to get most of this in place by Q3. It is sort of my goal. It is an aggressive goal, but we are working hard. So that is on the talent and hiring and training, because obviously that is not just hiring, but also training and getting all the people in the right places. Then second, your question on Viper: we are just we have done two things. One is starting to implement somewhere—I do not know, it is about five to 10 Vipers a month right now.

We are in the early days, Eric. We are out putting somewhere around five to 10 a month over the next—throughout the year. Think about these as the early dealers that are our dealers who are helping us not only integrate with the other third-party vendors—think about CRM companies, DMS, the various vendors—but also helping us nail down a few of the other requirements. So our goal is to put somewhere north of 100 of these out in the field, maybe as close as 200. So think 100 to 200 of these. We have at least 200 hand raisers, probably more than that. Dealers are saying they want it right now.

I do not think we will get them all live this year. We will see. So that will be getting them all live, making sure the product is accomplishing objective number one, which is helping them buy more cars; objective number two, helping them have retail photos faster on their websites, which helps them retail cars faster; and objective number three, which is on their service revenue, helping them. For example, we are predicting tire depth at a pretty incredible—my team is saying higher than 90% confidence—on tire depth. So think about cars going through, and the dealer can now upsell tires to consumers as they are coming through. And it is also a way to help value the vehicle.

So whether it is selling more cars, buying more cars, or their service revenue going up, those are the three key things we are watching. Our goal will be to start scaling this early next year, once we feel really, really good. We just do not want to go build 100 of these a month right now or some significant number, and then we find out we wanted to tweak something, we just wanted to change something. And so the thought is be prudent. As many of you know, we do move fast, but we are pretty prudent over here. Make sure we feel like everything is going in the right direction.

And then early next year, really start to scale this thing where throughout the year we will also start taking orders.

William R. Zerella: Yeah. And hey, Eric. It is Bill. So just again, going through the math. We already talked about the $11 million incremental investment on the go-to-market side. The incremental investment on the Viper side that is primarily going to flow through our financials as CapEx. We capitalize these units and then amortize those costs over a subscription period. That is also another high-single-digit millions. So call it approaching $20 million of incremental investment for those two initiatives combined. And then more to come on the business model on future calls.

George G. Chamoun: But think

Timothy M. Fox: subscription

George G. Chamoun: but also tying back to wholesale. And that will be an opportunity for us to both help the dealer achieve their objectives but also drive our wholesale wallet share and rooftops working with us.

Eric James Sheridan: Great. Thank you, guys.

Operator: Thank you. Our next question comes from the line of Naved Khan with B. Riley Securities. Please proceed with your question.

Naved Khan: Okay. Great. Thank you very much. So, George, maybe just looking back at your commentary in November, I think when you were thinking about 2026 back then, you said it is prudent to probably assume that wholesale market stays flat in 2026. And now we are in February 2026. Anything that might have changed in terms of your thinking about the market for this year versus maybe three months ago? So that is my first question. And then the second question is around arbitration expense and just wondering what are the drivers here to get this thing down.

Is it really more of a function of price volatility and as that comes down, you expect it to come down, or you did do some cleanup? Just trying to understand the drivers there and any color there would be helpful. Thanks.

George G. Chamoun: Yeah. Certainly. On your first question on market, as of right now, we are not changing our perspective of dealer wholesale being flat for the year. But obviously, very good question. In January, according to NAAA, dealer wholesale was down by 6.5%. So you saw January was—the market was down. Obviously, there was a lot of weather. February, there was also some weather, obviously. So I think it is too early to say it will be down for the whole year.

And I think there are enough things going on in the industry between what can happen with the tax refunds and, when you generally think about the benefits right now of buying a used car, from a tax perspective, there is benefit. There have got to be enough benefits on the used car side. There is going to be supply benefits of off-lease coming. Dealers are going to buy a lot of these cars. So as of right now, even though I would say the year started out with dealer wholesale being down, we are still thinking that it will be a flattish year. On your second question, arbitration, very good question.

We feel really good about where our arbitration is in Q1 and where we are going into the year. We did move out some bad actors on the platform in November and December. And we started to really just govern the platform better. And that is really playing out well. I think it is also the ACV Auctions Inc. brand of we are not letting folks take advantage of us anymore starting to get out there. And I wish I would have done this sooner, but I think as leaders, as you are growing these businesses, you sometimes are just chasing a little bit. And I am really proud of the team. Really, really proud of the team.

We executed extremely well in Q4. We are going into the year—I am seeing NPS. I am seeing buyer satisfaction. I am seeing on the seller side and the buyer side more and more accountability. So, yeah, and that plus our technology is getting better. Another thing Rajat mentioned about using AI. We are starting to use AI to figure out what is going on with sellers and buyers and other types of things. Yeah. So all in all, I am proud of how the team is executing on arbitration.

William R. Zerella: And one other item I would add to what George indicated is, with all the inspectors that we are adding—that we have already added and will continue to add this year—we are also going to leverage that increase in inspector headcount out there to also validate certain arbitration claims. So that will give us another opportunity to ensure that we are paying out when it makes sense to pay out based on validated claims.

George G. Chamoun: This is something we recently started piloting. And having the additional headcount really helps, because we right now send these cars to some type of local dealership. And we found it has been very helpful to go put our own eyes on the car. So, yeah, as Bill mentioned, that will be another positive way of us managing arbitration. And it allows us to handle these claims faster. Because it is not only us. For the good actors, it becomes a better process. Now we can send our person out there to validate the arbitration.

Naved Khan: Got it. Thank you. Thank you, Bill. Thank you, George.

Operator: Our next question comes from the line of Jeffrey Lick with Stephens. Please proceed with your question.

Jeffrey Lick: Great. Thanks for taking my question, guys. I have a series of questions around helping dealers run their business better. They are all kind of related. Firstly, could you maybe dig a little deeper on usage, the early returns on using Viper to boost service attachment and upsell in the service lane? And then along with that, if you guys do a scan, do you own the data, or does the dealer own the data, or do you both have access to it? And then I was wondering if you also elaborated too. I know you are doing some kind of private label auctions or intra-dealer auctions with different groups using your data.

Just kind of wondering if you could talk about those things.

George G. Chamoun: Yes. We have been starting to scale our service-drive acquisition, both pre-Viper and now starting to leverage Viper as well. But Jeff, we have got rooftops buying, I would say, anywhere between 4% and as high as 10% of all ROs—repair orders—coming through their service drive. So these are unbelievable numbers. So think on a rooftop basis, this could be anywhere between 40 and 100 cars a month. Bill and I met with one the other day that was already buying—what did we say—75. I know he is already buying over 150 a month. So we are already starting to see, Jeff—now, we have got to scale. Think like we have got to go from dozens of rooftops to thousands.

But where ACV Auctions Inc. is in place and where the dealer takes our best practices, our numbers are off the charts. But we have got to get more rooftops doing it. And so ClearCar by itself—then the dealers have to go around. They gave you the yes-no question, which, by the way, only takes a few minutes. So I would like to see more and more of them using it. And we now, in parallel, for a few rooftops—again, early stage—will actually put a guarantee on the cars.

That is actually helpful because one of the negatives we are finding is even with all of our tech, dealers still only go put offers on the ones they really want to buy, which is not good for them or us. So now that we have, in our pilots, actually put a guarantee, they do not feel like they are taking a risk buying a car they had no business buying. And so that is also helpful. So we just have to take it from dozens of rooftops to hundreds to thousands of rooftops. But the great thing—what I found in my entire career—I remember we were selling a few hundred cars a month at ACV Auctions Inc.

And we told the world we are going to go out there and disrupt dealer wholesale. Probably a lot of people thought we were crazy. And I am sure there are folks who are saying, you are going to do all this with AI? It sounds a little crazy. But once you can do it with dozens, you can do it with hundreds, you can do it with thousands. I have seen that throughout my entire career. So that was your question one. Your question two on data is, it is the dealer’s data at the end of the day. And then we have the right to use the data in an aggregated methodology.

I do not really want to speak any more to that in a public call like this. But it is a win-win. We are respectful about their data but then how we can use the data for doing the things we are talking about, like pricing predictions, things like that. So we have a very senior team from a legal and data perspective here, and we have been doing it for ten years. And so we have been able to do this in a way that is both positive for the dealers and us.

Jeffrey Lick: Do you see eventually the ability to charge kind of non-volume-contingent recurring revenue—maybe charge more for helping the dealer run their business better and not necessarily tying that to auction volume?

George G. Chamoun: It will be both. So the way it the model will work—I will try not to talk about the model today. That is really for the middle of this year. But at a really high level, the way it will work is the dealer will pay several thousand bucks a month. I will not state the numbers just yet, just so no one is modeling it yet. And then there will be a rebate. So if we do not get the wholesale volume that we would like to get, then they will just pay us a healthy number. And by the way, that is still a win-win.

So if they end up just being a high SaaS revenue account for us, and that is what they decide. Let us just say that dealer happens to own a physical auction, as an example. There are a couple of dealers across the country that own physical auctions. So we have a great model. What we are going to charge them is still fantastic. But it would be a more significant subscription. So, yeah, it will be a win-win. Whether we get the wholesale volumes—which we think the wholesale volumes per rooftop will be—we could add TAM expansion that could be 20%, 30%, maybe more than the typical rooftop. So we are pretty excited about it.

Jeffrey Lick: Great. Thanks very much for taking the questions, and best of luck in 2026.

William R. Zerella: Thanks, Jeff.

Operator: And our next question comes from the line of Gary Prestopino with Barrington Research. Please proceed with your question.

Gary Prestopino: Hi. Good afternoon, all. Hey, George. I have a question on Guarantee, and I have a question on Viper. So with the Guarantee, once it hits the reserve, do you start to see an influx of increased bidding? Does it kind of work like some of these classic hard Mecum auctions where once the reserve comes off, the price goes up precipitously?

George G. Chamoun: Yes, Gary. That is exactly the way this world operates. Dealers that are bidding on cars want to know a car is for sale. And when they know a car is for sale, they will invest the time. They do not want to go bid on car after car and waste their time. And we believe the ACV Auctions Inc. no-reserve sale—pretend that is its own auction, as though the rest of ACV Auctions Inc. does not exist, as though the rest of the industry does not even exist—while our no-reserve sale is going on, we believe we have the highest bid activity in the industry.

And so, Gary, yes, you are seeing exactly that because dealers are willing to invest their time to say the top bidder is going to get the car.

Gary Prestopino: Okay. And then on Viper, and I realize it is real early in the game here, but what does your system do, or how are the dealers getting over the reticence of the individual that owns the car to really trust the data, to trust what is being spit out by the dealership? You know, there is always an inherent conflict of interest there. Right?

George G. Chamoun: Yeah. Good point, Gary. I think you are really bringing up that between AI and machine learning, we need the end customers to appreciate and trust the system. The good news is we have been out showing the end results of our data profile. And when you look at the last few months, and around the last few quarters, our retail prediction of what a car is going to sell for in the next 30 days—most recent results—was within $38. So that is not me saying, hey, this should work someday. This is saying our prediction of what the car is going to sell for—now, it will not always fit.

Even if it was within $100, even within $200, that is incredible. So, Gary, we did not just build a hardware unit here and say, okay, go learn. We have been learning through ACV MAX. We have been learning through ACV Auctions Inc. Our wholesale predictions are within $100. So when you have this ability to walk in there with hardware that you have already been learning, you have already been proving, it allows us to have more credibility to do what you are asking, which is how do we change their process to trust it? Because we are walking in. Now, will there still be a transitory process to get trust? Of course.

But at least we are walking into this opportunity with a lot of credibility.

William R. Zerella: Thank you, Gary.

Timothy M. Fox: So, Shmuel, I think we are at the end of the call. So from here, I will just say thank you for joining us tonight. We hope to see you on the conference circuit over this next quarter. And again, thank you for your interest in ACV Auctions Inc., and everybody have a great evening. Thanks so much.

Operator: Thank you. This concludes today’s conference, and you may disconnect your lines at this time. Thank you for your participation.

BNPL Services Expand Steadily But Pose Moderate Systemic Risks : Research


In February 2026, the Federal Reserve Bank of Richmond released a detailed examination of the “buy now, pay later” (BNPL) sector, focusing on its rapid evolution and broader economic effects. Authored by economist Zhu Wang, the research report highlights how these short-term financing options have matured into a notable yet contained segment of consumer credit.

BNPL (or pay later) services, specifically the popular “pay-in-four” model, allow shoppers to split purchases into four equal, interest-free installments over six weeks, with the first payment due at checkout.

Unlike traditional installment loans that involve credit checks, interest charges, and bureau reporting, these products rely on soft underwriting and do not appear on credit reports.

This structure has fueled accessibility but also created measurement challenges for regulators.

Data from the Consumer Financial Protection Bureau (CFPB), covering major players including Affirm, Afterpay, Klarna, PayPal, Sezzle, and Zip, reveal dramatic early expansion followed by more measured growth.

Between 2019 and 2021, dollar origination volumes surged from $2.2 billion to $25.5 billion.

Since then, real-term growth has stabilized at approximately 20 percent annually.

Projections based on a log-linear model with a 2021 structural break estimate 2025 transaction volumes at around $65 billion from the six firms.

Accounting for market shares from a 2025 LendingTree survey, the broader BNPL ecosystem likely reached $70 billion in purchase volume last year—equivalent to just 1.1 percent of the more than $6.3 trillion in U.S. credit card spending.

Despite this expansion, the report concludes that BNPL poses limited threats to financial stability.

Because loans require a 25 percent down payment and are repaid quickly, average outstanding debt remains modest at roughly $3 billion nationwide—about 400 times smaller than the $1.23 trillion in revolving credit card balances at the end of Q3 2025.

Default rates have actually declined, with charge-off ratios falling to 1.83 percent in 2023 from 2.63 percent the prior year, well below comparable credit card figures.

Late-payment reports from surveys have ticked up slightly, yet aggregate stress indicators show no spillover into broader consumer credit markets.

Delinquency and charge-off rates across credit products have stabilized near pre-pandemic levels, while household debt service ratios hover close to historical norms.

On the consumer side, BNPL appeals strongly to subprime borrowers, who accounted for over 60 percent of originations in recent years.

Users typically maintain access to conventional credit and often carry higher balances on cards and other unsecured products than non-users.

However, researchers found no clear causal evidence that BNPL drives increased indebtedness; correlation may instead reflect individuals already facing tighter credit conditions turning to these alternatives.

Welfare implications appear mixed: many benefit from zero-interest financing that undercuts the 18–30 percent rates on revolving debt, yet others risk cash-flow mismatches, with nearly six in ten survey respondents expressing high confidence in repayment ability.

The landscape continues to evolve.

In 2025, Affirm began voluntarily reporting BNPL activity to credit bureaus to reward responsible borrowing and aid thin-file consumers, while competitors remain cautious about potential misinterpretation of short-term usage patterns.

As data collection improves, policymakers can better track this innovative credit channel.

Overall, the Richmond Fed assessment portrays BNPL as a small but valuable addition to the consumer finance toolkit. At its current scale, it neither endangers systemic stability nor demonstrably harms borrowers on aggregate.



9 Frontline Jobs That Are Dominating the Market in 2026 (and Resisting Automation)


GagliardiImages / Shutterstock.com

As artificial intelligence continues to reshape the workplace, many jobs still require people to be physically present, make judgment calls, and work directly with others. According to Monster’s new Frontline Labor Report, these roles are not only holding steady but driving hiring demand in 2026. Based on an analysis of millions of job postings on Monster throughout 2025…

Capital markets expected to drive Q1 bank earnings as loan growth lags




Canadian banks are set to report first-quarter results that analysts expect will show an earnings boost from trading as well as muted loan growth amid a still-tepid housing market.

It’s Not Gold or Crypto : THIS Sector Is Quietly WINNING in INDIA | Aditya Khemka | FWS 90



If you need help with your finances, fill out this short form:

In this episode, Sharan sits down with Aditya Khemka, Chief Investment Officer of InCred Asset Management, whose funds have delivered nearly 50% CAGR in recent years. The conversation opens with how Khemka allocates his own capital across healthcare equities, gold, real assets, and liquidity and why uncertainty, inflation, and geopolitics make disciplined asset allocation essential today.
The discussion then deep-dives into India’s healthcare sector, which Khemka believes has a multi-decade growth runway. He explains why hospitals, diagnostics, and pharma manufacturing are structurally underpenetrated, how valuation gaps persist despite strong fundamentals, and why India-focused healthcare businesses have quietly outperformed the broader market by a wide margin over the last decade.
The episode closes with a broader macro view covering inflation cycles, currency debasement, gold’s role in long-term portfolios, and why Khemka concentrates heavily on secular businesses like healthcare while avoiding overseas equity exposure. A masterclass in combining macro thinking with bottom-up stock selection.


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Sharan Hegde is a personal finance creator & founder of the 1% Club, simplifying money, markets, and mindset for India’s next generation of wealth builders.

Timeline:
00:00 Precap
01:14 Introducing our guest: Aditya Khemka
01:51 What Aditya’s asset allocation looks like?
02:55 Health Care gave 3x returns than NIFTY?
07:01 Is it too late to invest in Healthcare now!?
08:16 Why this sector is hidden from investors?
10:16 (Important) Healthcare sub-sectors to keep an eye on!
11:20 Lending Companies may skyrocket next? Should you invest?
13:33 This sub-sector may give even stronger returns..
17:22 Why hospitals aren’t profitable even after expensive bills?
21:58 When will India have free healthcare like Europe?
23:35 Diagnostics (Sub-sector) may boom this year too?
25:23 Impact of China’s Monopoly on Pharma Raw Materials!
28:00 Why he put 17% of his money in this one stock?
32:34 Aditya’s 2nd biggest stock pick..
41:09 His 3rd biggest stock pick..
44:14 Entrepreneurial opportunities in boring businesses like healthcare is hugeee!
46:44 Aditya on importance of Diversifying + Sector Rotation
49:56 Sectors least affected by Inflation
52:04 Why he’s invested heavily in Gold & Silver
55:24 Will investing in US markets give extra returns?
01:00:14 Ending notes

source

Best High-Yield Savings Rates for February 23, 2026: Up to 5%


High-yield savings account rates have held steady through the beginning of 2026. In fact, some banks have even raised their rates!

As of February 23, 2026, leading online banks are still offering interest rates up to 5.00% APY, but these top APYs are usually limited. This is still much better than the average of 0.39% APY, according to the FDIC.

Banks and credit unions are constantly adjusting their annual percentage yields (APYs) as markets react to Federal Reserve policy and inflation data, so staying up to date can make a real difference. Here’s where the best savings rates stand today — and what you should know before moving your money.

💰 Today’s Best Savings Rates At a Glance

Here are the best bank and credit union savings accounts rates today:

Bank or Credit Union

Top APY

Balance Requirement

Varo

5.00%

On the first $5,000

Consumers Credit Union

5.00%

On the first $10,000

Pibank

4.60%

$0

Axos Bank

4.21%

$0

Openbank

4.09%

$500

1. Varo – Varo is a bank that offers up to 5.00% APY on the first $5,000 with qualifying direct deposits. Read our full Varo review.

2. Consumers Credit Union – CCU offers up to 5.00% APY on your checking account for the first $10,000. The requirements to earn are tiered. Read our full Consumers Credit Union Review.

3. PiBank – PiBank is the online brand of Intercredit Bank, N.A and offers 4.60% APY with no monthly maintenance fees and no minimum balance requirements. Read our full Pibank review.

4. Axos Bank – Axos ONE Savings offers a boosted rate of 4.21% when you receive qualifying monthly direct deposits totaling at least $1,500 and maintain an average daily balance of $1,500 in your Axos ONE® Checking account. Read our full Axos Bank review.

5. Openbank Openbank is the online brand of Santander, one of the largest banks in the world. It currently offers a competitive 4.09% APY with just a $500 minimum balance requirement. Read our full Openbank review.

You can find a full list of the best high yield savings accounts here >>

How High Yield Savings Accounts Work And Why Rates Matter?

High-yield savings accounts function just like traditional savings accounts, but they pay a much higher annual percentage yield (APY) — often 10 to 15 times more. You can see how these rates compare to the savings rates at the 10 largest banks in America – and these rates put them to shame.

“High yield savings rates have been holding steady, with only some minor changes so far in February 2026.” – Robert Farrington

The banks and credit unions on this list typically always have above-average rates, so even if the Federal Reserve lowers rates and these accounts lower their rates, you’ll still be head. 

For example, a $10,000 balance earning 4.00% APY will generate about $400 in interest per year, compared with less than $20 at a big-bank rate of 0.20%. That gap makes it worth tracking rate changes regularly and switching institutions if your current bank stops staying competitive.

However, we expect more rates to dip below that 4.00% level in the coming weeks.

What To Know Before Opening An Account

Before opening a new account, review the key details that determine how much you’ll earn — and how easily you can access your funds.

  • Watch For Intro Or Promo Rates: APYs can rise or fall at any time. But a strong introductory rate doesn’t guarantee long-term performance. None of the rates listed here are introductory, but some referral codes may only be temporary rates.
  • Transfer Limits: Federal rules no longer cap savings withdrawals at six per month, but many banks still impose limits.
  • Safety: Confirm that the institution is FDIC- or NCUA-insured, which protects up to $250,000 per depositor, per bank or credit union.
  • Access: Many top-yield accounts are online-only. Make sure you can deposit via mobile app and link external accounts for easy transfers.

These details help you separate truly high-performing savings options from accounts that look appealing but may include hidden limitations or slower rate adjustments.

How We Track And Verify Rates

At The College Investor, our goal is to help you make smart, confident decisions about your money. To create this list, our editorial team reviews savings account rates daily across more than 50 banks, credit unions, and fintechs. We verify data using each institution’s official website, rate disclosures, and regulatory filings.

Only accounts available to U.S. consumers and insured by the FDIC or NCUA are included.

Our coverage is independent and editorially driven – we never rank accounts based on compensation. While we may earn a referral fee when you open an account through certain links, this does not influence our recommendations or reviews. Our opinions are our own, based on a consistent evaluation of usability, fees, yields, and customer experience.

FAQs

How often do savings account rates change?

Banks can adjust rates daily or weekly based on market conditions.

Are online banks safe?

Yes — as long as they’re FDIC-insured. Verify coverage on the FDIC’s BankFind site.

Is interest on savings accounts taxable?

Yes. You’ll receive a 1099-INT if you earn $10 or more in interest.

Should I move my money if rates drop?

It depends on the difference in APY and your transfer limits, and frequent rate chasing can reduce returns if transfers take time.

Editor: Colin Graves

Reviewed by: Richelle Hawley

The post Best High-Yield Savings Rates for February 23, 2026: Up to 5% appeared first on The College Investor.

Experts Warn of Unknown Dangers in Viral Peptide Craze




Experts Warn of Unknown Dangers in Viral Peptide Craze

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