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Weak economic backdrop could keep rent prices soft this summer: report




A new report says Canada could be poised for a slower-than-usual summer rental market as average asking rents for May were down approximately $100 from a year earlier.

[UT, NV, AZ, ID, OR, NM, CA] America First Credit Union $150 Savings + $200 Checking Bonus


Offer at a glance

  • Maximum bonus amount: $150 savings & $200 checking
  • Availability: Select areas in UT, NV, AZ, ID, OR, NM, CA. Can see if you’re eligible here.
  • Direct deposit required: Yes, no minimum specified
  • Additional requirements: See below
  • Hard/soft pull: Hard 
  • ChexSystems: Unknown 
  • Credit card funding: Unknown 
  • Monthly fees: None
  • Early account termination fee: 12 months, bonus forfeit
  • Household limit: None listed
  • Expiration date:

The Offer

Direct link to offer

  • America First Credit Union is offering a bonus of up to $350. Broken down as follows:
    • $150 when you open a savings account and add a checking account
    • $200 when you receive at least $1,000 in direct deposits within 60 days 

The Fine Print

  • Membership, eligibility, terms, creditworthiness, change & conditions apply. Primary owners of America First accounts opened within the last 12 months are ineligible, as are employees and volunteers, as well as business, secondary & special accountholders.
  • Members will forfeit bonuses if accounts are closed or transferred within 12 months.
  • Direct deposit requirement does not apply to bank-to-bank, peer-to-peer (Venmo, Zelle®, PayPal, Apple Pay, etc.) wire transfer, or internal transfer transactions. Cash will be deposited within 60 days of meeting requirements. 
  • All bank account bonuses are treated as income/interest and as such you have to pay taxes on them

Avoiding Fees

Monthly Fees

Classic checking has no monthly fees to worry about. 

Early Account Termination Fee

Account must be kept open for 12 months otherwise bonus is forfeit 

Our Verdict

Shame about the hard pull but otherwise seems worth doing especially as you can get some of the bonus without a direct deposit/checking account. Previous bonuses have all been for less money or available in less areas. We will add this to our list of the best checking bonuses. 

Hat tip to reader Bockrr

Useful posts regarding bank bonuses:

  • A Beginners Guide To Bank Account Bonuses
  • Bank Account Quick Reference Table (Spreadsheet) (very useful for sorting bonuses by different parameters)
  • PSA: Don’t Call The Bank
  • Introduction To ChexSystems
  • Banks & Credit Unions That Are ChexSystems Inquiry Sensitive
  • What Banks & Credit Unions Do/Don’t Pull ChexSystems?
  • How To Use Our Direct Deposit Page For Bank Bonuses Page
  • Common Bank Bonus Misconceptions + Why You Should Give Them A Go
  • How Many Bank Accounts Can I Safely Open Within A Year For Bank Bonus Purposes?
  • Affiliate Links & Bank Bonuses – We Won’t Be Using Them
  • Complete List Of Ways To Close Bank Accounts At Each Bank
  • Banks That Allow/Don’t Allow Out Of State Checking Applications
  • Bank Bonus Posting Times

Robotics and AI are taking over. Make sure you invest accordingly. #haste.com 



Use haste.com to buy and create memecoins

Elon Musk — founder of Tesla, SpaceX, xAI, Neuralink, and The Boring Company, owner of X, and the first individual in history to surpass $400 billion in personal net worth — appeared on Nikhil Kamath’s People by WTF podcast on November 30, 2025 for a two-hour unfiltered conversation.

Nikhil Kamath is the co-founder of Zerodha, India’s largest stock brokerage with over 7 million active clients, and True Beacon, a hedge fund. His podcast has hosted guests including Bill Gates and Indian Prime Minister Narendra Modi.

Musk was direct from the start: he does not invest in stocks. He builds companies. He doesn’t look for things to put money into — there happens to be stock in the companies he creates, and that’s his exposure. But Kamath pressed him on a hypothetical: if he were forced to invest in companies outside his own ventures, where would he put his money?

Two companies. One category.

On Google: “I think Google is going to be pretty valuable in the future. They’ve laid the groundwork for an immense amount of value creation from an AI standpoint.”

On Nvidia: “NVIDIA is obvious at this point.”

On the category that everything else should be understood relative to: “Companies that do AI and robotics — and maybe spaceflight — are going to be overwhelmingly almost all the value.”

And then the sentence that puts the scale of the prediction in full view:

“The output of goods and services from AI and robotics is so high that it will dwarf everything else.”

He is not describing a tech sector that will outperform other sectors over the next decade. He is describing an economic shift in which the productive capacity of AI and robotic systems becomes so enormous that the relative contribution of everything else — agriculture, manufacturing, services, human labor broadly — contracts to a fraction of the overall economy.

Google was his pick for foundational AI infrastructure — DeepMind, Gemini, TPUs, and two decades of data advantage built into the substrate of the internet. Nvidia was his pick for the hardware layer that makes all of it possible.

Musk’s timing predictions are frequently wrong. His directional predictions are rarely wrong. He has spent his entire career — Tesla, SpaceX, Neuralink, xAI — betting in exactly the direction he described on this podcast.

The question for anyone building or investing is not whether this shift happens. It is what side of it you are on when it does.

👉 @entrepreneursanctuary

#haste.com #crypto #memecoins #trading

source

Why Most Physicians Are the Most Overqualified Scheduler in Their Practice



There’s a version of physician productivity advice that sounds like this: wake up earlier, batch your tasks, use the Pomodoro technique. And there’s nothing wrong with any of it. But it’s all still you doing the work.

The more useful question is: which of these tasks didn’t need you in the first place?

For most physicians building income outside of medicine, the answer is more than they realize. And the most cost-effective way to address that gap is also one of the least utilized: a virtual assistant.

Not a full-time hire. Not a complex system. A part-time VA, starting with five tasks, at $7 to $10 an hour.

Here’s where to start.

Disclaimer: This article is for informational and educational purposes only and does not constitute financial, legal, or investment advice. Any investment involves risk, and you should consult your financial advisor, attorney, or CPA before making any investment decisions. Past performance is not indicative of future results. The author and associated entities disclaim any liability for loss incurred as a result of the use of this material or its content.

If you’ve been circling ideas but still feel stuck, you’re not alone.

PIMDCON, the #1 Real Estate & Entrepreneurship Conference for Physicians, is where doctors finally stop spinning their wheels.

Leave with a plan and the confidence to move.

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Why Physicians Resist This (and Why the Math Is Wrong)

The objection I hear most often isn’t budget. It’s setup cost. The mental model goes: “Training someone will take more time than it saves.”

In week one, that’s partially true. You do have to articulate your preferences, explain your categories, build a few templates. That’s real.

But physicians think about this as a one-time cost paid upfront, when it’s actually a one-time cost paid against years of compounding returns. A VA who handles your inbox well in month two does it without you explaining anything. The system is built. You just use it.

The bigger issue is that most physicians don’t have a clear list of what to hand off. They think in buckets, not tasks. “Administrative work” is too vague to delegate. “Triage my inbox and draft responses to anything that isn’t clinical or urgent” is a task someone can actually do.

That’s what this post is: five specific tasks with enough detail to hand off this week.

1. Email Triage and Drafting

    Physicians spend somewhere between one and two hours per day on email, most of it on triage. Reading, deciding, deleting, flagging, drafting replies. The vast majority of that doesn’t require your specific judgment.

    What the VA does: they go through your inbox first, filter by category, draft responses for routine messages using templates you’ve built together, and flag anything that needs your voice specifically.

    The mental shift that makes this work: you’re not giving up your inbox. You’re stopping yourself from being the first line of defense on things that don’t require you. That’s a different thing.

    Expect two weeks of training before it runs smoothly. After 30 days, most people find they’ve reclaimed 45 to 60 minutes daily.

    2. Calendar Management and Scheduling

      The invisible tax on scheduling isn’t the booking itself. It’s the back-and-forth, the cognitive load of tracking six possible windows, the double-checking, the rescheduling when something changes.

      A VA handles all of it. They coordinate requests, send invites, protect recurring commitments, and flag anything that needs your direct approval.

      The key is building the rule set upfront. What gets blocked no matter what. What categories they can book freely. What always requires your sign-off. One 30-minute conversation sets this up. Then you’re largely out of it.

      For anyone juggling clinical schedules, family time, and a growing side business, this one pays off in the first week.

      3. First-Pass Research

      Physicians building outside of medicine have a constant stream of research questions. What’s this syndication operator’s track record? What property managers are active in this market? What are comparable deals trading at?

      This is work that requires judgment to evaluate, but not judgment to gather. A VA does the gathering. You make the call.

      The division is clean and the leverage is real. What would take you 90 minutes of scattered searching takes a focused VA 30 minutes to compile into a usable summary.

      This is particularly valuable for investment due diligence. You’re not outsourcing the decision. You’re outsourcing the first pass so you spend your time evaluating, not hunting.

      4. Travel and Logistics

      Every trip carries overhead. Flight options, hotel comparisons, ground transport, conference registration, backup bookings. For a typical work trip or family vacation, that’s three to four hours of logistics attached to the event itself.

      Brief your VA: dates, budget range, your preferences. Get back two or three options. Pick one. The cognitive load of tracking moving pieces across a week of emails goes away entirely.

      This one is easy to underestimate because it’s spread across the year in small chunks. Add it up over 12 months and you’re looking at 30 to 40 hours.

      5. Content Scheduling and Distribution

      This is relevant for any physician building a platform, a side business, or a professional presence online.

      The creative work stays with you. The distribution moves to someone else.

      A VA can format posts for different platforms, schedule through a tool like Buffer or Later, handle basic caption editing, and repurpose long-form content into shorter pieces. If you’re recording a podcast or writing a newsletter, they can handle the downstream work of getting it out.

      You create once. It goes everywhere. Clean.


      Subscribe to receive the 7 Steps you can follow to achieve Financial Freedom

      If financial freedom is your goal, there’s no better time to get started than right now.

      Unlock actionable steps that you can take every day to fine-tune your goals, discover your interests, and avoid costly mistakes on your financial freedom journey.


      How to Actually Start

      Pick one task from this list. Just one. Write out what “done well” looks like. Build a short checklist or template. Hand it off.

      Spend two weeks in a feedback loop. Refine as you go. Then add a second task.

      The physicians I’ve seen fail at this try to delegate everything at once before they’ve established any shared language with their VA. It overwhelms both sides.

      Start small. Get one thing working cleanly. The compounding starts from there.

      Platforms like Belay, Time Etc., and Zirtual are designed for professional clients and worth looking at. Onlinejobs.ph is a solid option if you want to hire directly.

      Either way, there are capable people available at a cost that makes this a no-brainer at a physician’s hourly rate.

      A Note on AI

      Before we get to the bottom line, I want to address the obvious question.

      Can’t AI just do all of this?

      Honestly, we’re getting close. But what I’ve found works better in practice is using AI to train my VA rather than replacing her with it. She uses the tools. I review the output.

      That combination is more reliable than either one alone. You end up with a supercharged VA instead of an automation that occasionally goes sideways at the worst possible moment.

      The Real Value

      The ROI of a VA isn’t just hours saved. It’s the shift in how you think about your time.

      Once you’ve successfully handed something off, you start seeing two categories of work instead of one. Tasks that require you specifically. And tasks that don’t.

      That distinction changes how you allocate your attention. And that, compounded over years, is worth considerably more than whatever you’ll pay in VA fees.


      If you want support building systems like this alongside other physicians doing the same, that’s a lot of what we focus on inside our passive income physician community at LGA. You can learn more at .


      Were these helpful in any way? Make sure to sign up for the newsletter and join the Passive Income Docs Facebook Group for more physician-tailored content.

      Peter Kim, MD is the founder of Passive Income MD, the creator of Passive Real Estate Academy, and offers weekly education through his Monday podcast, the Passive Income MD Podcast. Join our community at the Passive Income Doc Facebook Group.


      Disclaimer: I am not a CPA, attorney, or financial advisor. The information in this post is for educational purposes only and should not be construed as tax, legal, or financial advice. Please consult a qualified professional about your specific situation before making any decisions.

      Further Reading



A Dollar for Fifty Cents


A Dollar for Fifty Cents: Proven Strategies to Outperform the Market with Closed-End Funds. 2025. Michael Joseph. IW$ Press

Closed-end funds (CEFs) are “chronically mispriced by the market,” writes Michael Joseph, CFA, but for investors hoping to capitalize on that inefficiency, “simply buying a closed-end fund trading at a discount isn’t enough.” Just picking the funds with the deepest discounts to net asset value (NAV) or the highest yields, adds Joseph, is a “recipe for disaster.”

He further cautions that investing in a CEF in hopes that an activist investor will swoop in and close the gap between NAV and market price is “risky” and “speculative.” Furthermore, says the Deputy Chief Investment Officer at Stansberry Asset Management, purchasing a CEF when it is initially offered is “irrational.” He also points out that when the Fed aggressively raised interest rates in 2022, several leveraged municipal bond CEFs’ valuations were slashed nearly in half.

By thus dispelling expectations of easy money, the author of this 89-page book corrects any misapprehensions that might be induced by his title, A Dollar for Fifty Cents. That phrase also appears in a subheading of a section recounting how Warren Buffett and Charlie Munger’s purchase of 20 percent of the shares of Source Capital after the 1969-1970 market downturn drove the CEF nearly 50 percent below the value of its underlying assets.

Buffett and Munger ultimately doubled their money, but as Joseph remarks in an understatement about discounts to NAV, they “aren’t always as steep as 50%.” In a fairer representation of the actual opportunity set, he cites research showing that the best CEF strategy is to buy at a 20 percent discount, with the objective of selling when the discount narrows to 15 percent.

How C-Suite and Board Roles Are Being Reshaped Around AI


For most of the past decade, discussions about AI and jobs have focused on the impact of entry-level roles. Most notably, we worry about call-center agents being replaced by chatbots, analysts displaced by algorithms, or junior coders assisted into obsolescence by agentic AI and synthetic coworkers.



The women running Europe in 2026 


Europe might like to think of itself as a global leader in gender equality. Yet when it comes to corporate power, the picture is less flattering. Women still lead only a small minority of the continent’s largest companies. In Fortune’s 2025 ranking of Europe’s 500 biggest businesses, just 38 companies—7.6% of the total—had female chief executives.  

That lack of representation is reflected in Fortune Most Powerful Women list. Now in its 29th year, the ranking recognizes the world’s most influential female business leaders. Of the 100 women featured this year, only 20 are based in Europe, with France and the U.K. accounting for the lion’s share (six each). 

For the women who do make the cut, their roles offer a revealing look at where power and influence are concentrated across the continent. Rather than leading a wave of newer tech companies—like comparable U.S. lists—many sit at the helm of businesses that have long formed the backbone of Europe’s economy: banks, energy groups, telecommunications operators, and luxury houses.  

This year’s ranking also shows just how often a finance background serves as a route to the top. Seven of the women featured have served in senior finance roles, including chief financial officer positions, reflecting the premium European companies place on capital allocation and operational discipline. 

Another striking theme is the route these women took to power. Few are founders. Instead, most built their careers inside large multinational organizations, often spending decades climbing the ranks before reaching the corner office. Their careers span continents and industries, but they share a common trait: deep institutional expertise. In an era that often celebrates disruption, Europe’s corporate landscape still tends to reward experience and operational excellence. 

The women on this list oversee hundreds of billions of euros in annual revenue and employ millions of people around the world. Many lead institutions that are more than a century old yet are the first women ever to occupy the top role. Their success reflects genuine progress. But the fact that so many are still breaking “firsts” suggests that Europe still has a way to go. 


1. Ana Botín 

Botín has been at the helm of Banco Santander for more than a decade, taking over from her father in 2014. She has guided the bank through a challenging period for European lenders, marked by low interest rates, tighter capital requirements, and rapid technological change, while significantly expanding Santander’s international footprint. 

Under the 65-year old’s leadership, Santander has pursued a series of major deals, including the sale of much of its Polish business, the roughly £2.7bn acquisition of TSB in the U.K, and the $12.2bn takeover of Webster Financial in the U.S. These moves have strengthened Santander’s position as one of Europe’s leading banking groups. 

Beyond traditional banking, Botín has also championed innovation and entrepreneurship. Through initiatives such as Santander X and the bank’s investments in digital and blockchain technology, she has pushed Santander to support start-ups, scale-ups, and the wider innovation ecosystem—alongside its core banking business. She serves on the board of Coca-Cola and on the advisory board of MIT.  

2. Meg O’Neil 

An engineer by training, O’Neil became BP’s first female chief executive in the company’s 116-year history—and the first woman to lead any of the world’s five largest oil majors. Her appointment in 2026 marked the first time BP hired an external candidate for the top role.  

Prior to this, O’Neil spent 23 years at ExxonMobil and served as CEO of the Australian oil and gas company, Woodside Energy, where she led the merger with BHP’s petroleum division—doubling the company’s fossil fuel production. 

The 55-year-old from Colorado is now tasked with reviving BP’s performance, restoring investor confidence, and steering the company’s strategy back toward profitable oil and gas expansion. 

Courtesy of BP

3. Catherine MacGregor 

MacGregor has led ENGIE since 2021, bringing more than three decades worth of experience in the energy industry, including senior roles at TechnipFMC, Technip Energies, and Schlumberger. At the time of her appointment, she was the only female CEO in France’s CAC-40 stock index.   

The French utility company reported €71.9bn ($83.5bn) in revenue in 2025, down from the previous year. A landmark moment in MacGregor’s tenure came in 2026 when ENGIE completed its acquisition of U.K. Power Networks, one of the UK’s largest electricity distribution operators. The deal significantly expands ENGIE’s regulated infrastructure footprint and marks the company’s next phase of growth as demand for electrification accelerates across Europe. 

MacGregor is an advocate of diversity and has spoken about advancing the role of artificial intelligence in accelerating Europe’s low-carbon energy future. She also serves as an independent director on Microsoft’s board. 

4. Estelle Brachlianoff  

Born in France to Bulgarian parents, Brachlianoff became CEO of Veolia in 2022 after spending nearly two decades rising through the ranks of the Paris-based utility giant. She joined the company in 2005 as a special adviser in its waste solutions division and went on to hold a series of senior leadership roles across France and the U.K. 

Under her leadership, Veolia has continued to strengthen its position as a global leader in water, waste, and energy management. The company reported revenue of €44.3 billion ($51.6 billion) in 2025, exceeding its initial guidance. 

A key feature of Brachlianoff’s strategy has been expanding Veolia’s presence in North America and investing in high-value environmental technologies. Over the past year, the group moved to take full ownership of its water technologies business and advanced the acquisition of U.S. hazardous-waste specialist Clean Earth—significantly expanding Veolia’s footprint and capabilities across the North American market. 

Brachlianoff serves on the supervisory board of Hermès International, one of France’s most valuable luxury groups.  

Courtesy of Veolia

5. Marta Ortega Perez 

Ortega became chair of Inditex in 2022, succeeding her father, Amancio Ortega, the billionaire founder of the Spanish fashion empire behind Zara, Massimo Dutti, Pull&Bear, and Bershka. As chair, she’s modernized the group’s approach, placing greater emphasis on digital growth and customer experience. 

Despite an increasingly competitive retail landscape, Inditex reported record sales of €39.9bn ($46bn) and net profit of €6.2bn ($7.2bn) in 2025.  

Ortega has worked to elevate Zara’s brand beyond fast fashion, through a series of creative collaborations and a stronger focus on design, helping the group distinguish itself from a growing wave of fast-fashion competitors.  

A graduate of Regent’s University London, Ortega spent more than 15 years working across the business, gaining experience through shop-floor operations, product development, and brand management.  

The Spanish businesswoman founded the Marta Ortega Pérez (MOP) Foundation in 2022. The organization has become known for bringing major international exhibitions in fashion and photography to her hometown of A Coruña, Spain.   

6. Anna Borg 

As president and CEO of Vattenfall, Borg leads one of Europe’s largest energy companies, overseeing around 21,000 employees across several markets. The 55-year-old has spent almost her entire career at Vattenfall, apart from a brief stint at the fintech company Klarna. She has held a handful of senior leadership roles at Vattenfall—including CFO—before taking the top job. 

Borg has emerged as one of Europe’s most prominent voices on the energy transition, arguing that sustainability and profitability must go hand-in-hand. Under her leadership, Vattenfall has accelerated investments in fossil-free electricity generation and low-carbon industrial projects, positioning Vattenfall as a key player in the region’s energy transition.  

7. Leena Nair 

After a three-decades-long career at Unilever, where she was the youngest ever female CHRO, Nair became the global CEO of luxury juggernaut Chanel in 2021. Born and educated in India before building a global career in the U.K. and Europe, Nair is the first woman of color to become chief and among the few women of color leading a global luxury brand.  

As CEO, Nair has invested heavily in innovation across beauty, skincare, and sustainability, and remained aggressive in tackling counterfeit products. Her strategy has paid off: despite a slowdown across the luxury industry, the 115-year-old family-owned Chanel has continued to outperform many of its peers, generating $9.3bn in revenue in its most recent full-year results.  

Nair has emphasized social impact, including increasing funding for Foundation Chanel to $100m to support programs focused on the economic empowerment of women and girls worldwide. 

Courtesy of Chanel

8. Bianca Tetteroo  

Tetteroo has spent her entire career at Achmea, the Dutch insurance and financial services group, working her way up from finance director to divisional chief executive to chair of the executive board—a position she has held since 2021. 

The results speak for themselves. Achmea posted a net profit of €1.2bn ($1.4bn) in 2025. Yet Tetteroo appears equally focused on what comes next: she has made artificial intelligence central to how the business operates and has pushed sustainability from aspiration to measurable commitment, with impact investments now accounting for 12.2% of Achmea’s own investment portfolio, ahead of the 10% target the company set itself. 

9. Karin Rådström 

When Rådström took the helm at Daimler Truck in 2024, she made history—becoming the first woman to lead the world’s largest commercial vehicle manufacturer. It was a fitting appointment. A trained engineer who had built her reputation at Scania before joining Daimler in 2021 to run Mercedes-Benz Trucks. 

The timing was not easy. The global transport industry has faced significant headwinds, and Rådström has had to balance near-term profitability with longer-term bets on battery-electric and hydrogen-powered trucks. 

So far, the business has held its ground. Daimler Truck generated revenue of more than €54bn in 2025, and under Rådström’s leadership, it remains one of the most consequential players shaping the future of how the world moves goods 

Courtesy of Daimler Truck Holder

10. Belen Garijo 

Garijo is chief executive of Merck Group, the German science and technology company with a history stretching back more than 300 years. A trained physician, she is the first woman to lead the business—a distinction that carries weight in an industry that has been slow to diversify at the top. 

She joined Merck in 2011 and worked her way through a series of senior roles before succeeding Stefan Oschmann as CEO. Since then, she has broadened the company’s reach across healthcare, life sciences, and electronics, while pushing up investment in research and development. Much of that growth has been driven by rising demand for Merck’s laboratory and bioprocessing technologies—tools that sit at the heart of pharmaceutical manufacturing and scientific research globally. 

Garijo has also used acquisitions to move the business into higher-growth territory, targeting capabilities in biotechnology and advanced materials. Beyond the balance sheet, she has become one of Europe’s most prominent voices on diversity in science and corporate leadership. 

11. Margherita Della Valle  

Delle Valle has spent three decades at Vodafone, joining in 1994 and working her way from the CFO of its Italian segment to European CFO and eventually group CFO in 2018—before being appointed CEO in 2023, becoming one of just ten female bosses leading a FTSE 100 company at the time. 

Delle Valle has pushed through major portfolio changes—selling assets, consolidating operations across key European markets, and striking one of the sector’s most significant deals: the £15bn merger with Three UK, which closed in May 2025. The combined business, now trading as VodafoneThree, has committed to investing £11bn over the next ten years to build what it describes as one of Europe’s most advanced 5G networks.  

Courtesy of Vodafone Group

12. Bettina Orlopp 

Orlopp took over as CEO of Commerzbank in 2024, after more than a decade rising through the ranks at Germany’s second-largest lender—most recently as chief financial officer. She is the first woman to run the bank in its 156-year history. 

She didn’t get long to settle in. In 2026, Italy’s UniCredit came knocking with a €39bn takeover bid, having built up a stake of more than 30% in the bank. Commerzbank declined the offer, arguing it didn’t come close to reflecting what the business was actually worth. Orlopp’s response was to go on the offensive, raising profitability targets and announcing plans to cut around 3,000 jobs by the end of the decade, essentially making the case that Commerzbank doesn’t need rescuing. 

It has been a baptism of fire. The takeover battle has turned Orlopp from a well-regarded finance executive into one of the most watched banking bosses in Europe. 

13. Allison Kirkby 

When Kirkby took over as chief executive of BT Group in February 2024, her focus was on slimming down the operation while pouring money into the fibre and 5G networks that the U.K.’s digital future runs on. 

Two years later, BT’s 5G+ network now reaches around 73% of the U.K. population, and Openreach is on track to pass full-fibre broadband to more than 25 million homes and businesses by the end of 2026. Despite a tough competitive environment and some weakness in its international arm, BT posted a pre-tax profit of roughly $1.9bn in fiscal 2026 — up 8% on the year before. 

Investors have taken notice. By May 2026, BT’s share price had more than doubled since she took the helm—a remarkable turnaround for a company that had long frustrated the market.  

14. Christel Heydemann  

Heydemann is the first woman ever to hold the CEO role at Orange. After graduating from France’s prestigious École Polytechnique and École Nationale des Ponts et Chaussées, she began her career in 1997 at Boston Consulting Group as an analyst.  

Heydemann has also held senior roles at Schneider Electric France and Alstom. She has served on Orange’s board since 2017 and chairs its strategic committee, playing a central role in governance and succession planning.  

As CEO, Heydemann has guided Orange to stable growth in core markets and played a key role in the company’s ESG efforts. The French telecoms giant reported full-year 2025 revenues of €40.3bn ($46.8bn) a 0.9% increase year-on-year.  

Courtesy of Orange

15. Dominque Senequier  

Senequier founded Ardian in 1996 with a vision of building a different kind of private investment firm—one that prioritized long-term value creation and employee ownership. Three decades later, that vision has transformed Ardian into one of Europe’s largest private markets investors. 

In 2026, Ardian surpassed $200bn in assets under management, cementing its position among the industry’s global leaders. Ardian has also maintained strong fundraising momentum, attracting more than $20 billion in new capital for the third consecutive year in 2025. 

One of just seven women admitted to France’s prestigious École Polytechnique in 1972, Senequier built her career by breaking barriers in traditionally male-dominated industries. That pioneering streak is reflected in Ardian’s ownership structure, which Senequier designed specifically to give employees a direct stake in the firm’s success.

16. Sinead Gorman 

Gorman has served as CFO of Shell since 2022, capping a career that has spanned more than two decades at the energy giant. The financier started in trading before moving through mergers and acquisitions, treasury, and senior finance roles across Shell’s upstream and shale businesses.  

As finance chief, Gorman has played a central role in driving Shell’s focus on capital discipline and shareholder returns. Since 2022, the company has delivered more than $5bn in structural cost reductions while maintaining a strong balance sheet and generating significant cash flow. In 2025, Shell returned more than half of its operating cash flow to shareholders, and by early 2026 had completed 18 consecutive quarters of share buybacks worth at least $3bn. 

With Shell doubling down on oil and LNG at a time when many investors are scrutinizing the pace of the energy transition, Gorman has had to explain and defend its strategy to the market. 

17. Anna Manz 

Manz joined Nestlé as chief financial officer in March 2024 at a pivotal moment for the company. Within 18 months, she found herself navigating both an unexpected CEO transition and a sweeping strategic overhaul at the world’s largest food and beverage group. 

The former London Stock Exchange Group CFO has played a central role in communicating Nestlé’s turnaround plan to investors, helping shape a strategy focused on four core growth areas: coffee, pet care, nutrition, and food and snacks.  

As the company works to reignite growth in an increasingly competitive market, Manz has been central to keeping the group’s transformation on track. There were early signs of progress in 2025. Organic growth accelerated to 3.5%, up from 2.2% the previous year, while free cash flow exceeded guidance. Although reported sales and net profit declined, Manz has consistently argued that Nestlé remains in the early stages of its transformation and that the benefits of the overhaul should become increasingly evident as momentum builds through 2026. 

18. Delphine Arnault  

Arnault has spent more than two decades building her career within LVMH, the luxury empire founded by her father, Bernard Arnault. After joining the group in 2000, she rose through a series of senior leadership roles and, in 2019, became the youngest member—and only the second woman—to join LVMH’s executive committee. 

In 2023, Arnault was appointed chairman and chief executive of Christian Dior Couture. The fashion house had been among the luxury industry’s standout performers, with revenues estimated by HSBC to have quadrupled to €9.5 billion between 2017 and 2023. 

Since taking the helm, however, Arnault has had to navigate a tumultuous environment. Dior, like much of the luxury sector, has faced slowing demand and growing consumer resistance to years of price increases. Her tenure has also been tested by scrutiny of labor practices within parts of Dior’s supply chain. In 2026, the company agreed to settle an Italian investigation into subcontractors without admitting wrongdoing, drawing unwelcome attention to the brand’s operations. 

As Bernard Arnault’s eldest child, she remains widely regarded as the frontrunner to one day lead LVMH itself. In the meantime, she has made clear that her ambitions extend beyond the balance sheet—she is a vocal champion of emerging design talent through the LVMH Prize, one of fashion’s most prestigious awards for young designers. 

Laurent Humbert

19. Rachel Lord 

As head of international at BlackRock, Lord oversees operations across more than 75 countries, with around 10,000 people managing $3.3tn in client assets outside North America. BlackRock reported annual revenue of $23.5bn for fiscal 2025. 

It is a role she has spent more than a decade building toward. The former Morgan Stanley and Citigroup executive joined BlackRock in 2013, built its Europe, Middle East and Africa business from the inside, then relocated to Hong Kong to run Asia-Pacific. In Asia, she pushed the firm’s sustainable investing ambitions into new territory, launching climate-focused ETFs in Japan and Singapore at a moment when regional appetite for such products was still taking shape. 

20. Melanie Kreis  

Kreis has served as chief financial officer of DHL Group since 2017 and was, at the time of her appointment, the only woman on the company’s executive board. A physicist by training, with an MBA from INSEAD, she began her career at McKinsey & Company before moving to private equity firm Apax Partners. She joined Deutsche Post DHL in 2004, making her way through the upper ranks of one of the world’s largest logistics companies. 

As a child, Kreis dreamed of becoming an astronaut—a career ambition she later joked was cut short by her need for glasses. The German businesswoman described herself as “curious, collaborative and pragmatic”—qualities that have served her well as she helped steer DHL through pandemic-era supply chain disruptions, geopolitical tensions, and shifting global trade patterns.  

Under her financial leadership, the logistics giant delivered earnings growth in the second quarter of 2025 despite continued uncertainty across international markets. 

Amazon Offering 40% Discount on One Health and Beauty Item


Amazon Discount for Health and Beauty Items

This article contains Amazon affiliate links.

Amazon has a new discount on select health and beauty items, with 40% off your Subscribe & Save subscription. In order to get the discount:

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Guru’s Wrap-up

A good deal if you see any items that you need. Obviously it works best for the more expensive items listed in the promotion page.

Also check out this promotion that can save you 50% when using Amex membership Rewards, plus all the upcoming Prime Day deals.

 

Disclaimer: As an Amazon Associate I earn from qualifying purchases made through this article. Using links on the site for Amazon purchases is the best way you can support the site as you normally can’t earn cash back for these purchases. But, you should still check shopping portals such as Rakuten, TopCashback, RebatesMe, ShopBack and others for possible cashback. Your support is always greatly appreciated!

Divorce and mortgages: What lenders need to know


A single word in a divorce decree can shut down the best financing option available to your client and it happens more often than most mortgage professionals realize.

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In one case handled by Rock Rocheleau, an attorney at Right Lawyers in Las Vegas, divorcing parties drafted their own decree and used the word “refinance” to remove the wife’s name from the mortgage. But the lender was processing an assumption instead. The wife objected, the judge sided with her, and the most financially beneficial path was closed off.

“This is exactly why I advise mortgage originators to look into decree language before its finalization and not afterwards,” said Cody Schuiteboer, president and CEO of Best Interest Financial in West Bloomfield, Michigan.

The refinance vs. assumption trap

Lawyers routinely write “refinance” into decrees expecting courts and lenders to treat it as shorthand for removing a spouse from a mortgage. They don’t.

“This is an extremely dangerous practice since there is a strict definition of refinance,” Schuiteboer said. When an assumption is available, often the far cheaper option for a client holding a low-rate government loan, imprecise decree language can make it legally unavailable.

Schuiteboer had clients splitting up whose existing mortgage was a 3.25% FHA loan. The property appraised for $520,000 and the remaining spouse needed to buy out the other for $140,000. A straight refinance would have pushed the rate to around 7%. His solution: originate a second lien alongside the assumption, keeping the first loan at 3.25% and substantially lowering the overall payment. But it required changing the decree language to ensure both transactions closed simultaneously.

Three states — California, Maryland and Virginia — have now passed laws expanding the ability to assume conventional mortgages in a divorce, limiting lenders’ ability to deny assumptions when co-borrowers want to keep the home at the existing rate and term. Maryland’s law took effect Oct. 1, 2025. Virginia’s takes effect July 1. California’s applies to conventional mortgages originated after Jan. 1, 2027.

Law firm Sheppard, which analyzed the statutes, advises lenders to treat this as the beginning of a trend and build a state-by-state assumption matrix tracking trigger events, qualification standards and disclosure timing. Monitor for copycat legislation, the firm warned.

A lot also depends on whether it is an equity distribution state, in which assets are divided based upon what a court deems as fair, or a community property one, in which everything is split 50/50.

The DTI problems nobody warns clients about

Even when the decree is well-drafted, underwriting can unravel the deal.

Jeffrey Hensel, broker associate at North Coast Financial in Oceanside, California, flags a common scenario: a client trying to buy a new home while still on a joint mortgage from the marriage. That existing payment counts against their debt-to-income ratio. They’re carrying the cost of a house they no longer live in.

Some lenders, however, will exclude what Hensel calls “divorce-debt-lumping” from the DTI calculation entirely, if the decree clearly states the departing spouse bears no responsibility for the mortgage. “Most of those who are undertaking this process are unaware of this option,” he said.

Schuiteboer flags two other underwriting pitfalls that frequently appear in divorce decrees: incorrect contingent liability language and unrealistic time frames. On contingent liability, the wording must meet Fannie Mae requirements for excluding the joint mortgage from the DTI of the spouse buying a new home. Get it wrong, and that person may be unable to qualify for new financing at all.

What the decree must spell out

Beyond the refinance-vs.-assumption issue, decrees often fail to address the mortgage at all.

Rocheleau said the most common gap in self-drafted paperwork is identifying who gets the house with no mention of the underlying loan. Years later, the spouse still on the mortgage tries to buy a new home and discovers the other party has no legal obligation to remove them, because the decree never required it.

Closing costs are another frequent omission. If the decree doesn’t account for them, the refinance math may not work even when everything else does. And if the remaining spouse can’t qualify on their own, based on individual credit, income and DTI, no court order can make the refinance happen.

Jeremy Schachter, a branch manager for Fairway Home Mortgage in Phoenix, had a client who relied on a verbal agreement with their ex: if either wanted to buy a new home, the other would sign a disclaimer deed. When the time came, the ex refused. The deal fell through and the buyer lost their earnest money deposit. Schachter’s advice: before a client makes any offer, have an attorney formalize any documents the ex will be required to sign.

Don’t overlook the tax exposure

Improperly divided assets can create tax liability that surfaces years after the divorce is final, said Chad Silver, CEO of Silver Tax Group in Farmington Hills, Michigan.

“Most couples are caught off guard by the tax ramifications that ensue,” Silver said. When one spouse eventually sells the property, the cost basis is calculated from the original purchase price, not the value at the time of divorce. That gap can mean a significantly larger capital gains bill than either party anticipated.

Your role as a neutral educator

The underlying problem in most of these cases is that divorcing clients don’t know what they don’t know, and they’re not in a great headspace to learn.

“They are already under so much stress, trauma,” said Reetu Mittal, a mortgage loan officer at Vema Mortgage in Phoenix. “So as a loan originator, we will be playing an important part in terms of educating them.”

That means getting involved early, before the decree is finalized, and flagging language that could create financing problems down the road. It also means understanding that lender guidelines override court orders. A judge can award the house to one spouse, but the lender decides whether that spouse can qualify.

The originator who understands these intersections becomes indispensable, not just to the client, but to the attorneys handling the case.



Meet the Bank CEO Who’s Still Embracing Social Impact



Corporate America has turned on ESG. Priscilla Sims Brown still believes in social responsibility.