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Vancouver-area home sales up nearly 10% in June amid broad increase in demand: board
Struggling To Survive On Rs. 1 Crore In Canada| Fix Your Finance Ep.120
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Hello hello hello and welcome to a new episode of Fix Your Finance!
In this episode of Fix Your Finance, we sit down with 32 year old Himanshu, who currently lives in Canada. We discuss the real estate situation in Canada, the difference in household help wages compared to India, and how he purchased two houses on loan while living there. Himanshu also shares his thoughts on the healthcare system in Canada and talks about his plans to eventually move back to India.
We sit with Himanshu and discuss with him–
1. His Income
2. His Expenses
3. His Investments
4. Real Estate in Canada
5. Differences in Household Help Wages
6. Healthcare Situation in Canada
7. Planning a Move Back to India
A must-watch for people who are curious about living, working, and investing in Canada, especially those considering moving abroad or eventually returning to India.
Enjoy this episode of Fix Your Finance Ep no.120 #personalfinance #fixyourfinance
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3 Ways to Fund Your First Real Estate Deal Without 20% Down
What’s stopping you from buying your very first rental property? For most rookies, it’s rarely ever the market, the interest rates, or even the competition–it’s a number in their head. Today, we’re breaking down that barrier with real rookie use cases that will inspire you to take that next step in your real estate investing journey!
Welcome back to the Real Estate Rookie podcast! In this episode, we’re sharing three ways to fund real estate deals that have actually worked for past Rookie guests. None of these creative financing options require 20% down, none of them require a traditional bank, and one of them doesn’t involve a lender at all! We dive into how hard money loans work and when they make sense, how to find a seller who’ll say yes to seller financing, and the levers you can pull to structure your deal. Ashley also shares her hard money horror story so you don’t have to learn those lessons the expensive way!
If you’ve been sitting on the sidelines because you don’t think you have enough money to invest, this conversation will give you the knowledge and confidence to get started today!
Ashley:
Most rookies sit on the sidelines because of a single number that doesn’t actually apply to them. They think they need $50,000 in cash before they can buy their first rental and that is just not true.
Tony:
Today we’re walking you through three real funding paths that have actually worked for past real estate rookie guests and none of them require the typical 20% down. None of them require even house hacking. And by the end of this episode, you’ll know which path fits where you are right now.
Ashley:
This is The Real Estate Rookie Podcast. I’m Ashley Kehr.
Tony:
And I’m Tony J. Robinson. And with that, let’s jump into the different ways to fund your deal. So let’s just start with the fundamentals, right? Because hard money is one of the terms that a lot of rookies have heard, but few can actually define. So in plain English, let’s just talk about what is a hard money loan and how is it different from a conventional bank loan? So one of the biggest things guys is that hard money loans are typically built for real estate investors. These are built for properties that need to be renovated, properties that maybe wouldn’t qualify for traditional financing. I bought a property once that had a big hole in the roof. I’ve purchased a property that didn’t have a septic tank. Properties that in any normal loan situation probably would not get approved. And that’s where something like hard money comes into play.
So these are businesses that exist to lend money to real estate investors, to purchase properties that need oftentimes heavy renovations, which will then get either quickly sold or refinance on the backend. And the way that these hard money lenders make money is they typically charge you higher interest. So whatever the prevailing interest rates are, you can assume that it’s going to be a few percentage points higher. And then they’ll also charge you points, which are basically fees for giving you this loan. And that’s how they generate money. So that’s the difference between traditional financing and a hard money loan. Now I’ve actually never used hard money. All of our renovations we’ve done with private money actually. Ashley, I know you’ve used some hard money loans in the past. How has your experience been using that type of debt?
Ashley:
Tony, I just got back from vacation and here you are hitting me with some trauma that I had with hard money. Here I am feeling all relaxed from my vacation and now we have to go and dive into this, our first episode back. I have used hard money. I used it one time. I actually got a line of credit from a hard money lender. So with this line of credit, you paid points based on how much you were going to get for the line of credit and then you would… And it wouldn’t work as easily as like a HELOC does where basically you just pull money off the line of credit whenever you want and use it for whatever. With this, you actually had to have every property approved before they would actually fund you off the line of credit. So basically it was just you were already approved for X amount of money.
I think mine was maybe half a million, one million. I can’t remember for sure. It was probably four or five years ago.
So I could use that within an allotted amount for the purchase price and for the rehab of the property. So I had three properties that I was going to use on this. I ended up only using it for two of them because those were such awful experiences. I ended up using my own cash for the third property because I just did not want to have to deal with it. So a lot of lessons learned with hard money as to… I didn’t ask enough questions upfront. I didn’t understand all of the fees that came along with it and I didn’t understand the funding process. So I didn’t clearly understand what needed to be done to actually get funded on a property, what information they needed from me and how that all worked. So if you are looking into hard money, I think really understand what their process is, what their fees are, but also working with a hard money lender where you have on point of contact.
Through every step, this would change hands and there would be a different point of contact. I never had just one customer service agent or one lender that I could always go to and ask questions for and talk to. It was always passed off and there was so much miscommunication throughout the whole process that we ended up… It was a Friday we were supposed to close on one of the loans and we didn’t even close because the person that was working on finalizing the loan didn’t understand title in New York and literally like said like, “This is different than anything I’ve ever done.” And we had to delay closing till the next week until the hard money lender actually hired a title attorney to come in and basically reiterate what my attorney was saying was correct and then we could finally close. So asking vetting, that was my awful traumatic experience with hard money, but there are tons of people who know better than me to ask the right questions or to use a different company and they have had great success with it.
Tony:
Yeah. So I think those are some important things to call out, Ash, and we’ll talk a little bit more about some other risks associated with hard money. But now that rookies know what it is, I think for a lot of people listening, hard money might feel like a tool that’s really only for like the pro real estate investors. So let’s just break down. So let’s just break down. When does it actually make sense for someone on their own to use hard money for maybe their first deal? So there’s a few things that come to mind for me. So the first is that the property just simply won’t appraise. And that’s what I was talking about before where it’s maybe too distressed that there’s a litle bit too much work that needs to be done. Sometimes if properties are too inexpensive, sometimes banks won’t lend on a property that’s super cheap or if the purchase price relative to the amount of rehab, if you’re buying a property for 20,000 but it needs $80,000 in renovations, a lot of banks won’t touch those kind of products as well.
So when the property won’t appraise or when there’s not enough margin on the deal, speed is another big one where hard money is incredibly useful. A traditional closing experience is 30 days. If you’re in New York, it could be longer than that, could be two years, but if you want speed in closing, a lot of times hard money can be one of those levers you can pull because maybe hard money lender can close in seven days and that gives you the ability to have a stronger offer on a deal and banks are just typically a lot slower. Another scenario where hard money helps is that maybe you have the deal but you don’t have the credit history or maybe like the W2 income to get approved for a conventional loan. Maybe your debt to income ratio isn’t healthy enough, you’ve got your own primary residence and student loan debt and whatever it may be, but you’ve got a really, really great deal.
Well, the hard money lenders are to an extent going to look at your credit profile, but a lot of what they’re underwriting is a deal itself. And as long as you don’t have like a bunch of foreclosures or like bankruptcies or like a 400 credit score, I think a lot of hard money lenders, I don’t know, Ash, what you’ve seen, but they’re like, you’ve got to have like, I don’t know, like a six something credit score I think I’ve seen from a lot of hard money lenders, but you have more flexibility when it comes to getting approved on the credit side. And then the biggest, I think most common usage for hard money loans is if you’re flipping or burning. So if you plan to bury a property or flip it, you buy with hard money, you use those funds to renovate it and you’re selling or refinancing on the back end.
So even if you’re a rookie investor, those use cases all still make a ton of sense to try and leverage hard money to get that deal done.
Ashley:
I think too, really like looking at your deal as to if the deal is a good fit for hard money too. We’ve seen properties where, or even just investors where they have a property and they actually can take it to a small local bank where, and Tony did this for his first deal, where they will actually lend you 100% of the purchase price, 100% of the rehab. And right now you can still find those at some bank. So we’re close to that, maybe it’s not 100%, but 90% just because you’re buying a property so under market value that it’s already appraising for the amount of money that you need to actually do this. So they’re willing to lend you more on it than just what you’re purchasing it for. So I think not only looking at what options you have personally, but looking at the property too and maybe even though you are doing a BER or you are doing a flip as to don’t think hard money is your only option, like if you are getting a really, really good deal, make sure you’re looking at some of the other conventional ways I’ll say as to like using a bank too.
And then some deals are just going to be the best for a hard money lender on that property where maybe it’s a unique property where you couldn’t even get bank financing on it for X amount of reason and that’s where going with a hard money lender would be better.
Tony:
And let’s talk about a previous guest, Elizabeth Esplin. She was on the show last year and she found a deal that was a phenomenal deal. She ended up profiting over $200,000 on this deal, but the challenge was that no one wanted to lend on this deal because it was super cheap and needed heavy rehab and she had never done this before. But in her own words, she told u she said, no one wanted to lend to me because the price was so low and her ARV was so high that people thought that she was stupid or didn’t know her numbers. Those were her exact words and it was her first deal, right? There were all these things working against her. So she just Googled hard money lenders in her area and she ended up finding a bank that financed 100% of the purchase price plus the rehab.
Now she saw some costs associated with it, but again, she ended up walking away with $200,000 from this deal because she found the right hard money lender to work with. So it is an option. It is a possibility.
Ashley:
Tony, what’s another word to Google besides hard money lender? Because typically you don’t see like a sign that says like, Robinson hard money lending. What are some other indicators to know that this type of lender isn’t just like a broker that pushes you out to different mortgage companies, but is actually a true hard money lender?
Tony:
That’s a good question. I mean, I guess if I were starting from scratch, I would maybe search real estate funding. I might search real estate construction lender, things of that sort, right?
Ashley:
Burr lender, because most of hard money lenders know what a BER is. Yeah.
Tony:
Fix and flip lender, that’s probably one of the best terms. Yeah, fix and flip lender. Because sometimes even if you Google construction loans, you’ll get a lot of like small local credit unions that are just like lending money to people to buy their own primary residence, which is a different loan product. But fix and flip lender might be a good one as well. And honestly, like ads, if you just search the bigger pockets forms, you’ll see so many different people talking about lenders that they’ve used and big and small ones, national, local, regional, all those things. So there’s a lot of different places to go aside from Google.
Ashley:
The lender finder too, biggerpockets.com/lenderfinder too.
Tony:
So Ashley, you talked a little bit already about some of the challenges that come along with hard money because it’s not free money, right? It’s not necessarily easy. There are real risks that Ricky’s should think about before they sign up. So you talked about a few already, but I guess maybe just a couple others to highlighter that rates are oftentimes higher than what conventional loans will be. So you’ve got to make sure that you’re understanding the interest rate structure as you get into these deals. I know a big one that kind of catches people off guard is that even if they go to a hard money lender and that lender says, “Hey, we’ll fund 80% of your costs on this project.” And you’re like, “Okay, cool. I only need to come up 20% of the cost as a down payment, but what they don’t tell you is that you still have to front the initial cost for the construction.
And so you’ve got to have not only that initial 20% but enough to front whatever costs are accrued until they reimburse you on the backend.” So a lot of sometimes our money lenders aren’t going to give you the money upfront, the work needs to be performed, the vendors need to get paid and then you show them proof and then they reimburse you. So having some, I think some additional slush money or some working capital is important as well and that’s one that folks sometimes overlook. And then for Ricky investors, one of the most common, I won’t say traps, like one of the most common situations they find themselves in is that their first rehab goes over budget and takes much longer than they anticipated, like much longer and more money. And if you don’t account for those things correctly when you’re using hard money, it can get very expensive.
A lot of times hard money lenders will charge you additional fees if you go beyond your initial term and now that that changes the underwriting on your deal, right? If you go from a 10% and now they want to charge an additional fee of one to 2% of your loan or maybe your interest rate increases or whatever it may be, I think just making sure that you’re giving yourself enough time on that first deal and however much time you think you need and however much budget you think you need increase both of those to give yourself some breathing room.
Ashley:
One thing you’ll also notice too is that you may need to do a personal guarantee, which a lot of times if you’re going to a bank, you’re having to do this anyways, even if your property is owned in an LLC is you’re going to have to also sign personally, you’ll have to sign on behalf of the LLC and you’ll have to sign personally. There are commercial loans that you can get where you give no personal guarantee and those tend to be more expensive as in your interest rate is usually higher because now the bank has more risk because not only can they, they can’t go after you personally for some of your personal assets if you don’t signal the personal guarantee. So make sure that’s clear upfront and if that’s something you want to do if you’re willing to take that risk. After the break, what if even a hard money lender won’t touch your deal?
Because that happens too, small loans, cheap properties, weird asset types. There’s a path that doesn’t involve any traditional lender at all and one of our recent guests used it to buy property number one with terms she negotiated directly with the seller. We’ll be right back. Okay. We just walked through how to bring in a third party lender when traditional banks won’t work. Now let’s talk about a path that doesn’t require any traditional lender at all. This is called seller financing and most rookies have heard the term but couldn’t tell you exactly how it works. So in plain English, let’s talk about what seller financing is. So basically this is when the seller of the property becomes the bank and I’ll say outright disclaimer that this cannot happen with every single property and you’ll understand why when we go through, but not every property can have seller financing on it.
So seller financing is you are purchasing a property. So we’re going to use me and Tony as an example. Tony has a property he is selling and I want to purchase it. Normally you would think you would go to the bank or you’d go to a hard money lender we just learned about and you get the money from them. You take that money and I’d give it to Tony and then I would make payments to the bank. Tony has his lump of money and he’s off buying his cottage in Italy. Okay. But with seller financing, you don’t have the bank as a part of it. There’s no bank involved in most cases. What you’re doing is Tony owns this house free and clear. So instead of him getting a lump sum of money from me, say I’m purchasing it for $100,000, we’re going to do seller financing where I’m going to make monthly payments to him.
He doesn’t get a lump sum unless I’m putting down a down payment, he’ll get that and I am just going to pay him and he is going to collect that money. Typically there is an interest rate involved, so he’s making interest on that money and it is technically instead of me using a bank to pay him, I am just paying him directly in monthly installments and you may be thinking, why would somebody even want to do that, which we will talk about later as to the benefits of this, but that’s seller financing where the person holds the mortgage, they become the bank and you just make payments directly to them. Some of them have balloon options where maybe you’re only making payments for four years and then you owe them the balance of it. The nice thing about seller financing is you can set this up however you want it to.
The terms can be negotiated however you and the seller want to figure them out. You’re not tied to the constraints of a bank.
Tony:
Yeah. I think that’s one of the biggest benefits of seller financing is that there’s a lot of flexibility, but I think the question that rookies might be thinking is like, well, where are all these sellers offering seller financing, right? Because as I’m scrolling through Zillow and Redfin, I’m not seeing these. And it’s true. In some instances you will see like in the listing where the seller will just flat out say like, “Hey, they’ll entertain seller financing.” But a lot of times they’re not just promoting that, but that doesn’t mean that there aren’t sellers who wouldn’t be open to it. So what is the profile of someone who actually would entertain seller financing? First is someone who maybe doesn’t need or want the entire lump sum all at once. And there are different reasons that folks might want that. It could be because they don’t want the tax implications, could be because they just want that money stretched out over a few months or a few years if it actually ends up being more capital, but there are some folks who don’t want the big capital event to happen all at one time.
Sometimes it’s because maybe the properties won’t appraise, right? If I agree to sell Ashley a property and let’s say that I want a million dollars for it, but the property’s only worth 800, but Ashley knows that, hey, if she gets it under contract at a million with the right terms, the cash flow is going to be significant and it’s a great return for her. Well, maybe she’s willing to accept some of this negative equity if I can give her the right terms that she’s looking for. And I’m happy to give her seller financing if it means I can get the purchase price that I want and actually extract more value out of this deal. So we’re both kind of giving a little bit on both ends, but I’ve seen it happen in that way where it’s because the property won’t appraise. Sometimes it could be, again, like tax related.
If I bought a property 30 years ago and I go to sell it today, that could be a pretty big taxable event for me. But if I spread those payments out now over the next 10 or 15 years, when now I’m only paying taxes on those small payments as opposed to this one big lump sum and it’s a little bit easier for me to execute from a tax mitigation perspective. A lot of times, guys, when it comes to getting sellers to be open to seller financing, it’s really just a question of like, “Hey, would you be open to hearing more about how we can put some terms together for this deal to give you what it is you’re looking for? ” And the better we understand the seller’s motivations, I think the easier it is to put together a package of seller financing that speaks to those motivations.
Ashley:
So one recent episode we did was with Kimber and she broke down seller financing better than most people we’ve actually had on the show. So he exact deal, we’re going to go through it real quick, the down payment, the terms of balloon. So a rookie can see what one of these deals actually looks like in practice. So she actually did a smaller down payment than a conventional loaner would acquire. For investment properties, a lot of times this can be up to 25% down, sometimes 20%, but usually not less than that, especially for an investment property. Her structure was a five-year balloon. So that means within five years she needs to either save up the cash to pay off the balance, she needs to go and refinance with the bank to pay the seller of the property up or she actually needs to sell the property to get the funds to pay off that loan to the seller.
And I do remember this was one of the things she had said was it’s super beneficial because the terms are a little bit more negotiable. And that’s exactly what Tony had said too is there’s so much flexibility in how you build this out to make it work for you. So I have a property right now where I did seller financing and it’s seller financing for four years and within that four year period I have my timeframe of renovating the property so that when it gets to be year three, I’m going to start talking to banks and getting it lined up to do my refinance, get my appraisal and make sure that is worth a lot more money than what I bought it for so I can pay off my seller financing.
Tony:
Yeah. And you touched on Ashley, I think like the flexibility of seller financing and to your point, there are a few different levers that we can pull when we put together a seller finance proposal to a seller. First is down payment, right? So what percentage of the purchase price are we offering up to the seller at the beginning? And believe it or not, I mean, I’ve definitely met folks who have gotten seller finance deals with zero down. The sellers didn’t want any initial cash upfront, or at least the buyers were able to negotiate no initial cash upfront, but down payment is one lever that you can pull. The actual interest rate itself, how much are you paying in interest to this seller? And this is one of those things guys where it’s like you can slide the interest rate up or down and you can also slide the purchase price up or down.
Say that maybe a seller’s like really fixated on getting a certain interest rate back. Okay, hey, I’ll give you this interest rate, but then we’re going to pull down the purchase price to X. And now it gives me a litle bit more flexibility as the buyer, but the interest rate is one lever that you can pull. To Ashley’s point, the balloon period, like when do you need to sell or refinance this property? We have a seller finance note on our hotel and it was a seven year term. So we have seven years to stabilize the property and then we can either sell or refinance that property to pay off the note. And then the amortization schedules, how long are we stretching those payments out? So like if we were to pay it off in full, how much time will we need? And we have a 30 year amortization on our note again with that seven year balloon payment.
Those are all different levers that you can pull as you’re thinking about your seller finance note. And again, depending on what’s important to the seller, you can prioritize certain ones of those to really give the seller what it is that they’re asking for while hopefully adjusting the other so it aligns more closely to a deal that makes sense for you.
Ashley:
Now there are some risks to doing seller financing like any financing. And so one thing to definitely look at is to figure out everything clearly beforehand. With a bank, it’s pretty standard how you make your payment, how they send you a statement every month to show you what your balance is, things like that. So in any seller financing I do, I’m putting it clearly in writing as many things as possible, including how my payment will be made and usually I do is like ACH. So I know upfront they will accept ACH payments and that’s how they will expect to receive it and there’s no other expectation of how they will receive my payment every month. Then at the end of the year, they are sending me a balance as to at the year end, how much interest did I pay, what my balance is on my loan.
And I do that because I want to know if there’s some discrepancy so we can take care of it until it’s been four or five years into this loan and all of a sudden there’s a balloon payment and they say, “Well, no, that’s not what I have and it doesn’t match up.” So think about a lot of those things that you don’t have the security blanket of it being a well oiled machine as a bank. And not that a bank is, I just had an insurance payment that wasn’t made by my bank that has escrow. So the banks can still definitely make mistakes, but I would just make sure the process of how you are going to have that relationship is laid out very clearly. All
Tony:
Right. Coming up, what if you don’t have the capital and you can’t find a deal that fits the first two paths? The third option is the one most rookies miss completely and it’s the path that lets you build wealth with people who already have what you don’t and we’ll get right into it after this quick break. All right. We’ve covered how to find money outside of yourself, hard money lenders, seller financing. Now let’s talk about how to find people outside of yourself because a lot of rookies, the missing piece isn’t the loan, it’s simply a capital partner. So the third and final path is simply leveraging partnerships. Now, if you don’t know, Ashley and I actually co-authored a book called Real Estate Partnerships where we both documented and taught on our own experiences on leveraging partnerships to build our portfolios and both of us give the power of partnerships a lot of credit and the ability that we had to build our portfolio.
So let’s start here, right? I mean, there is a reason that partnerships are talked about so much in real estate, but look, they’re not always the right move. So I think the first thing is let’s discuss when a partnership genuinely is the best path forward Ricky and maybe when it’s the wrong call. So it’s the right move. If you have the deal and you have the time but you don’t have the capital because that means that you can take, you’ve done all the hard work of finding the deal, you’ve got the time to manage that deal, whether it’s a bur or a flip, a midterm or long term, whatever it may be, you’ve got the time to manage that deal, but you simply don’t have the capital to take it down. Now you’re just approaching someone and saying, look at this amazing deal I have, I’m looking to partner with someone to take it down, are you in or are you out?
That’s a very clear benefit driven value prop. It’s the right move if the deal is bigger than maybe you take on solo. Say it’s maybe like a 12 unit and the biggest you’ve done is like a two family and you want to partner with someone who’s also done maybe like a four family and together like, okay, between your four and my duplex, we feel like maybe we can manage this whole thing together. So if you’re partnering to take on deals that are bigger, it’s the right move if you want to learn from someone with more experience and an equity for mentorship actually makes sense. Ashley, you talk about the liquor store or the first big renovation that you did where you partnered with folks to bring in their expertise in exchange they got some equity. So I think those are the times when it’s the right move to partner.
Ashley, what about the wrong time? When do you feel like it might be the wrong time to partner with someone?
Ashley:
Yeah. So that can be because you’re just scared and I’ll be completely honest, that was one of the reasons I wanted a partner was first of all, I didn’t have the capital so there was a right reason there, but also I was scared and I thought that I needed to have a partner to be able to do a deal. And if you have all the other key missing things, you have some time, you have capital or acces to capital, you’ve done your research, you have somewhat of a knowledge base or experience, then you probably don’t need a partner. And if you have that and you’re only acting on fear of getting a partner, then that probably isn’t the right move for you.
If you are relying on a partner to do a lot of the work to handle everything and you just want to be passive and you don’t want to do anything, then maybe going and buying a rental property and burring it or whatever isn’t the right move. So I think before you even decide if you need a partner, you really need to figure out what your why is, what strategy you actually want to do. Don’t just get into a partnership because you want a good deal Make sure it’s actually a strategy, an asset class, a workload, whatever it may be that you actually want to take on and you want to do. So there’s so much work you have to do for yourself as to really understanding what kind of partnership would be clear. So the wrong move is jumping into a partnership only because you think this person would be a great partner or because you think this deal would make a great deal.
Those things on their own can’t stand alone. You have to figure out what’s going to work best for you before you jump into anything. So that could definitely be a wrong move there.
Tony:
Let’s talk about some of our previous rookie guests and how they’ve leveraged partnerships. So we had Anthony on the show a while back and he has a portfolio of nine units across seven different properties and he structured them in two different ways, which is what kind of makes it so useful here. So five of the nine units are owned solo by him and his wife and then four of the nine units are owned in partnership with his brother-in-law. So the key insight here is that he didn’t make every deal a partnership, he picked which ones based on the capital required to actually take those deals down. And he actually didn’t partner with family again. It was his brother-in-law, which I think was an easier path to find that partner, but he still structured it like you would in any other partnership to make sure that they both had clarity on what that partnership looked like.
But I highlight Anthony’s story to say that you can mix and match. You don’t have to do a partnership on every deal. If you do have the means to take it down by yourself, then do that. But if you find that actually bringing someone who makes more sense, you can have a mix of both and… In your
Ashley:
Portfolio. Now, we also have Dylan’s story as an example. He had one property already, a triplex that he had house hacked, but he wanted to make a much bigger jump and go into a 12 unit. So with this, he actually found the 12 unit. He knew the math worked. He ran the numbers on the deal, but he didn’t have the capital. So he actually went to a coworker who he knew had been buying real estate for some time. And so he showed him the financials, showed him the deal and just asked, “Is this something you want to be part of? ” And the coworker said, “Yes.” And that’s how their partnership formed. So they structured that partnership for that specific deal. So this wasn’t a foreverlasting relationship that every deal we ever buy or find we have to partner together and this is how the partnership has to work.
It was a very deal specific. It wasn’t a let’s partner forever arrangement.
Tony:
Now this is the part that probably scares rookies the most, but it’s how do you actually split equity when one person brings the deal and the other person brings the money? So we just want to walk through what is actually fair and what kills these partnerships before they even close on the first deal. So I think the first big thing I want to call out is that there’s this big misconception amongst rookie investors that if they don’t have the capital that they are somehow the inferior partner in that relationship. When in reality, you guys are very much on equal footing. And honestly, if we talk about value maybe, you might even be more important because you are the one who sourced the deal. You’re the one who stayed up late at night swinging hammers at the property, or maybe you’re the one that’s screening tenants and dealing with the contractors to get the units tenant ready.
Maybe you’re the person managing the guest if it’s short-term rental, you’re babysitting the contractors if you’re flipping. There’s so much work that goes into finding the deal and managing that deal. Whereas the person who brought the capital, typically the extent of their work is maybe signing some loan docs and then wiring in some funds on the day of closing and then they get to drop all of the other thoughts and pressures from this deal away from their mind. So when you frame it up that way, you bring an incredible amount of value. The deal would not exist without the work that you did. And for all intents and purposes, the person bringing the capital is replaceable because there are a lot of people out there who have the capital, but you are the only person that has this deal. So you’ve got to just rewire the importance you have stepping into that.
But I personally think that the easiest, most straightforward way to structure it is just make it fifty fifty. If you guys go on a deal and for that very first one, say, “Hey, you’re going to bring the capital. I’m going to do the work and let’s just split it down the middle.” We’ve used a lot of different partnership structures as we built our portfolio, but for me, for a Ricky investor looking to get started, I feel like fifty fifty makes the most sense. What do you think, Ash? Is there a different model you think makes more sense for Ricky investors?
Ashley:
No, I just think the biggest piece of the device I can get from my own experience is, especially for your first deal, don’t get caught up on what’s fair. My first deal was not fair. I did way more work. I got way les benefit, but it got to me started. So I would say that don’t not do a partnership because you don’t think it’s 100% fair that you’re getting the best deal that you can and you’re getting the best return that you can. Some return is better than no return and that experience and that knowledge that you’re going to learn from doing your first deal is going to carry a lot of weight in gold. So if the only way you can do a deal is because you’re giving maybe that person a little more equity or they’re maybe getting, like my partner got paid back his capital he invested plus interest.
So maybe they are getting a better part of the deal and that may be okay. Don’t let that happen forever. Start to know your worth. I never do that deal anymore with anyone, but I would just say don’t get too caught up on the terms of that first partnership that the deal ends up going away because you can’t make it work in time or anything like that too. Well, you guys, thank you so much for listening to this episode of Real Estate Rookie. I’m Ashley. He’s Tony and we’ll see guys on the next episode.
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Mattel’s CEO on Driving Consumer Engagement and Cultural Impact
ALISON BEARD: Welcome to the HBR IdeaCast. I’m Alison Beard.
Lots of companies talk about transformation, but few successfully reinvent themselves while staying true to what made them break through or stand out in the first place. Mattel is one of those rare success stories.
In recent years, the company has evolved from a traditional toy manufacturer into an IP-driven entertainment business, turning brands like Barbie into cultural phenomena that extend far beyond the toy aisle. That transformation took a lot – but most importantly it took strong leadership.
Today’s guest is Mattel CEO Ynon Kreiz. He joined me as part of our recent HBR Leadership Summit. And we spoke about rethinking talent, redesigning organizations, building the right technology, and never forgetting the customer. Here’s our conversation.
Ynon, thank you so much for being here today.
YNON KREIZ: Hi, Alison. Great to be here.
ALISON BEARD: As I said, you have gone from toy company to maker of movies, games, live events, and more in a very short time. The most notable example, of course, being the Barbie blockbuster three summers ago. So, how have you reorganized the business and shifted your talent strategy for this new era of Mattel?
YNON KREIZ: It has been an evolution of our purpose and strategy from being a toy manufacturer company, manufacturing company that was making items, to become an IP company that is managing franchises. And we evolved our strategy to grow our IP-driven play and family entertainment business.
And this really brought together two very important concepts. The first is the continued expansion beyond physical product. And the second is an increased orientation around a holistic brand management to capture the full value of our intellectual properties across both toys and entertainment. Toys are foundational to Mattel, and we believe there is significant upside in the industry, but success in our toy business will drive success in entertainment, and success in entertainment will drive even greater success in toys.
So, we’ve been through a period of transformation. There was significant focus on operations, improving how we work. We went through a period of optimizing our workforce. We reduced the non-manufacturing workforce from 13,500 people to 8,000 people. And within the 8,000 jobs that we kept, we made even more changes in terms of strengthening capabilities and bringing new leadership to certain key parts of the company while we continue to drive innovation and expanding our core business.
ALISON BEARD: So, when you make big changes like that, when you reduce the workforce, when you’re cutting costs in some areas, even as you’re adding in others, that can be tough for an organization. And I’m sure a lot of our audience members are maybe being asked to do this in their own organizations right now as a result of AI. So, as CEO, how do you make those tough decisions? And then how do you bring the workforce through it in a way that keeps them excited and engaged to stay?
YNON KREIZ: I think it’s really important to communicate and be very clear about the vision and the purpose. And very early on, when I started, what we did is we took the old strategy that was in a binder that was three-inch thick, and we redefined the strategy and brought it down to one page. It doesn’t make it necessarily easy to execute, but at least it’s very clear to understand. And we communicated the strategy across the organization whereby every single employee in the company knows exactly what they need to do at the start of the year and how that ladders up to the overall purpose and objectives of the company overall. So, clarity and being crystal about your purpose and mission we believe is very important to our success.
ALISON BEARD: And then what were the key steps in revolutionizing the culture of Mattel, being more innovative, more creative, basically to build these muscles of exploring what else could be done with your existing assets? How do you get people to start thinking more out of the box, especially when it comes to new technologies like AI?
YNON KREIZ: At the core, Mattel is an innovative company. And what we wanted to do is to bring that out and amplify that beyond the day-to-day operations. And it’s not that we don’t manage a complex operation. We make product. We make physical products. We sell toys and different product in over 500,000 stores globally. This is about 75 percent of our business. The rest is online retail and e-commerce. So, there is complexity in the business, but we simplify that. We reduce the number of items that we made, the number of SKUs, by over 40 percent to make sure that what we do is actually productive and additive.
And with that, we also continue to evolve our purpose as a company which is to create innovative product and experiences that inspire fans, entertain audiences, and develop children through play so that everything that we do is through that lens and to make sure that our work is channeled for that purpose and a very clear mission for the company so that we all understand what we’re trying to achieve.
ALISON BEARD: So, you restructured around franchises. How did you shift your thinking in terms of the talent that you wanted to have and bring in?
YNON KREIZ: This something that we are very focused on every day. It is all about the people. We all know that, especially in a company like Mattel, where you try to really amplify the innovation, as I mentioned earlier.
And perhaps, in line with the shift that we made, the biggest change is to make sure that people who run the business today are brand managers, not just people who understand toys, and we do that very well. We are a leading player within the toy industry, and we have the best people in the industry working for Mattel. But it was also important to make sure that our people focus on brand management holistically.
This is not just about physical product. It’s about understanding the entire ecosystem with the consumer journey and make sure that toys is a still very fundamental part of our business. But beyond that, the opportunity is to capture full value from our IP in other highly accretive business verticals, and you can only achieve that if you change and evolve the orientation around a holistic global franchise management.
ALISON BEARD: And then you have this strategy document. You have the culture. You have the talent in place. How do you set up systems to ensure that you’re executing on that as quickly as you would like, given all the new initiatives that you green-lit when you came in?
YNON KREIZ: We had to evolve the back office and continue to upgrade that. It is a journey and it’s still ongoing. For a company that has been around for 80 years, you’re bound to have legacy systems and processes that you need to upgrade and evolve. And this is part of the job. This is part of the journey. And we all know that, while we do make physical product, our brands are so much more than toys.
Barbie is not just a doll. Barbie is a cultural icon, and Hot Wheels inspired the child to pursue the next challenge. And that is core of what we do. So, in order to do that and continue to infuse brand purpose and clarity to our mission, you have to rely on systems and processes that enable you to achieve that at the high level. And it is an investment. We believe it’s an important investment to make, but it is part of the day-to-day, and we continue to focus on execution.
ALISON BEARD: Speaking of investments, we’re going to talk about gen AI in every conversation today. How are you building up that technology in your organization? And what role is it playing internally in helping you all operate more efficiently?
YNON KREIZ: We announced a partnership with OpenAI to leverage their technology across our business. And the way we think about AI will manifest in two sides of the company. First, it is how we work and how we do what we do. This is about accelerating time to market, amplifying innovation in terms of design and capabilities that we didn’t have before, and operating with much greater efficiency, improving our execution.
The second part is, how do we infuse AI into product and experiences to amplify and elevate existing play patterns? This is not about speaking a chatbot Barbie, for example. But it is about how do you infuse the technology and do that in a way that will elevate the experience and create a much more engaging and satisfying play pattern? We, of course, are very mindful of safety, privacy, and all other important factors, given the customers and fans that we serve. So, clearly we want to remain a trusted partner for parents and families in raising the children. In that regard, we take what we do very seriously and make sure that whatever we do with AI will be responsible and will serve the purpose of elevating the play pattern without compromising on safety, privacy, and other important issues.
ALISON BEARD: I want to dig into each of those sides of your AI use separately. So, first, in terms of your internal operations, could you give me an example of where you’re seeing gains in that internal use and employees excited about it rather than scared about it?
YNON KREIZ: Well, we actually see the organization embracing AI, and we believe you can infuse and integrate AI in almost everything that we do day-to-day. Every one of our employees has access to the latest technology and most advanced AI capabilities, and we challenge and encourage people to integrate that even in the most simple tasks.
When it comes to design, for example, physical toy design, you can only imagine the capabilities that you now have at the tip of your fingers to shorten the development cycle and reduce work that used to take weeks and even months to a matter of days. So, efficiency there is very important. Time to market, especially in our business, is crucial. What we do is much more akin to fashion and, of course, entertainment. So, you have to be very close to the consumer. You have to be in sync with cultural trends. And in many cases, you are setting the cultural trends. And to do that, you need to move fast. So, having tools that can accelerate time to market and reduce the sequence from product ideation all the way to having product on shelves or coming up with new ideas that will otherwise take months to develop is a crucial improvement in how we work.
ALISON BEARD: So, is your strategy to offer these best, greatest tools to the employees and let the best practices bubble up?
YNON KREIZ: Well, we have an office of AI, and that’s where we set up certain guidelines. And we also are very mindful of IP protection. Not everything is set out there in the optimal way in different systems and different platforms. So, we have to be our own best guardian of our own IP and, of course, how we integrate the technology whenever we work with third parties. So, we do have our own guidelines. This is part of the early start of the journey. And we all know that this will evolve, and there’s more to come, but this is where you have to be innovative and at the forefront of technology but, at the same time, see where the industry is heading and be mindful of challenges and potential pitfalls.
ALISON BEARD: So, then, on the consumer-facing side, you talked about responsible AI, privacy protections. How are you working with industry partners to ensure that AI is developing on that good path?
YNON KREIZ: Child safety and responsible engagement with fans is what we do. This is one of our core capabilities, core competences. Our brand promise is trust, and this is what we represent. When parents buy a product that has the Mattel mark on it, we want them to trust that a lot of thought and consideration went into that product and how it was developed, what purpose does it serve, and how it will impact and benefit their child.
This also applies to how we think about AI and how we infuse AI into our product and experiences. And it’s not just about AI, for that matter. It’s all different type of technologies and capabilities and tools that we use to develop the best product and create the best experiences.
ALISON BEARD: When you have a success as big as Barbie was, there can be a temptation as an organization to just sort of try to replicate it exactly, which obviously is hard to do if you don’t have Greta Gerwig and Margot Robbie again, but how are you thinking about repeating that success, tweaking the formula, for other franchises?
YNON KREIZ: Well, the goal of the Barbie movie was not to create a film that will drive toy sales, necessarily. And it wasn’t even about making a movie for the purpose of making a movie. It was about creating a cultural event. And this goes back to my point earlier that our brand stands for so much more than physical product. They are cultural icons. And we wanted to bring that to bear on the big screen. The approach is to collaborate with leading filmmakers and trust their vision and let them reimagine our brands and create standout quality pictures that will be based on our brands and represent our brands but will resonate in culture across the world. This is exactly what we did in partnership with Greta Gerwig on the Barbie movie with the incredible cast of Margot Robbie and Ryan Gosling and other incredible artists.
And while we know that not every movie will be the next Barbie, it is the same approach and the same relationship that we’re looking to build and foster with prolific filmmakers. And we’re very proud to be working with some of the most creative and innovative filmmakers of our generation. We’re about to launch our second movie, Masters of the Universe. This is a completely different genre, different demographic, different look and feel, but very much in line with our approach to trusting the creator, Travis Knight in this case, and let them reimagine and interpret our brands and make them current and relevant to today’s audiences. It is a great movie, and I think it will represent the breadth of our offering from the pink world of Barbie all the way to the dark world of Eternia and everything in between.
ALISON BEARD: Why are you so confidently betting on IP and traditional media like theatrical releases in a world when AI and social media are really disrupting how people both make and consume content and also really overcrowding the market?
YNON KREIZ: Well, we own one of the strongest portfolios of children and family entertainment franchises out there. In today’s world, the importance of big brands is higher than ever. In a world of unlimited shelf space, ubiquitous distribution, so much competition for share of mind, it’s getting harder and harder to reach and engage consumers in aggregate audiences. With our brands, we believe that we can make a difference, not just in toys, but in film, television, consumer product and merchandise, live experiences, publishing, music, and so much more.
We are pushing into open doors. We see that our brands resonate. When we set up an UNO experience on Fortnite, this is a platform that has over 150,000 different islands or experiences. UNO went up, percolated to become a top 10 property on the platform on its first day with zero marketing. Barbie was the number one branded game on Roblox for more than a year with no marketing, just by sheer existence. So, we know that people are proactively searching and looking for our brands and want to engage with our brands.
We still need to create an incredible experience and satisfy their curiosity and demand to be entertained and inspired. This is our job, but we know that we start the journey with a built-in fan base, an engaged, emotional fan base that has an emotional connection, I mean, and that is a very important competitive advantage for Mattel and a core part of our strategy. And it’s not that we’re moving away from toys, but looking to build upon that and on top of that and grow our business in highly accretive verticals that are driven and dependent on big brands.
ALISON BEARD: Well, we have some great questions coming in from the audience, and there’s one on competitive advantage, so I want to turn to it.
Bob Rowe, who works on executive direction and portfolio management at Morgan Stanley Parametric, asks, “As you reduced your SKUs, that is variety of products, how did you think about ensuring that you didn’t degrade your competitive advantage versus competitors? Feature bloat is real and, many times, due to a misunderstanding of how much is required to differentiate.” So, he’s wondering how you thought about that.
YNON KREIZ: It is a combination of art and science, what to make, how much you actually manufacture, and when do you actually place it on shelves to satisfy demand. We specialize in doing exactly that. We understand the consumer. It’s a combination of getting ahead of the consumer because, in some cases, the consumer doesn’t yet know what they would benefit or enjoy engaging with. And we need to imagine that and be ahead of the consumer in many ways.
But, ultimately, it is about employing the right judgment, the right expertise, the right capabilities backed by research. So, it’s not just intuitive and based on our own expectations or imagination, but it is based on deep research that we do across the organization with Play Labs in different locations around the country and continue to make sure that we understand the consumer, we understand where the industry is heading, we evolve our own demand creation, which is different for marketing. It is about, how do you create demand across the year and continue to elevate that relationship, that emotional relationship, that people have with your brands?
And I would say emphasize the point that the biggest change culturally in how we work was to realize that people who buy our product are not just consumers. They are fans. They are fans that have an emotional relationship with our brands, and this is where we stand apart from other brands that sell product off a shelf. And in our case, we need to satisfy that emotional relationship.
ALISON BEARD: I want to hang out in a Mattel Play Lab. That sounds like a really fun job for whoever does that in marketing.
So, another great question from Dr. Indira Bunic, I hope I’m pronouncing that right, CEO and founder at EmpowerU. She asked, “From a governance and institutional accountability perspective, where purpose must be embedded in structure and not just narrative, how did the board’s role and accountability model change as Mattel transitioned from a product company to an IP company? And what governance mechanisms ensure that purpose doesn’t become marketing language?”
YNON KREIZ: Yes. Many of the things that I am describing here is our own internal vocabulary. We infuse brand purpose in each of our product, and often you wouldn’t even know it outside the company. In certain cases, it’s very obvious. In some cases, it’s all internal. In the case, we all know that Barbie’s purpose is to inspire the limitless potential in every girl. Or, Hot Wheels is to ignite the challenge the spirit in every child. But other brands that have a defined purpose we use for our own internal work, and that is the lens through which we develop product and think about the brand journey.
The other thing that we do is make sure that we infuse cultural relevance into everything that we do. And this is about taking brands that have been around for decades that stood the test of time that we know stand for quality and deep engagement over years. But to today’s fan, they don’t care that Barbie has been around for 65 years or that American Girl is celebrating her 40th anniversary this year, only to the extent it’s relevant to them today.
And we need to bridge that. We need to traverse from the past, the legacy, the heritage, the deep quality that is vested in our brands, and transpose it to today’s world to make it relevant and current to today’s fans. And this is what we did with the Barbie movie. We made it relevant to today’s fans, to today’s consumers, to today’s audiences. And this is a very different approach from living in the past and dwelling on legacy brands that have not evolved with the time.
ALISON BEARD: Melissa Konick, who’s a partner at Robertson, Anschutz, and Schneid, and Crane and Partners, PLLCasks, “What advice do you have about how to create a trusted brand in the first place? So, before you can build that cultural relevance, you need the trust. So any thoughts on that for other organizations trying to do it?”
YNON KREIZ: Our journey is a bit different, obviously, because we start with an existing portfolio of iconic brands. However, I would say that the common theme that would apply to any brand is to make sure that you define a clear purpose, what is the reason for people to engage with your brands, what is behind the look and feel of it, the logo, the product, what is the reason people will have an emotional relationship with your brand.
And beyond that, it is about, how do you ensure that the brand is authentic and organic? Especially when you market and engage a product with children and families, you have to be true to the brand DNA, you have to be authentic, and it has to be real. You cannot fake marketing campaigns. You cannot fake marketing slogans, and especially with children who are the most sophisticated consumer out there. We believe that authenticity and organic relationship with fans is paramount. It starts there. And once you establish that relationship, and there’s a built-in trust, you can continue to evolve and do things beyond that. But it is all about authenticity and organic relationship.
ALISON BEARD: Because you’re a toy manufacturer, I have to ask about the current uncertainty over tariffs and fuel costs. I’m wondering how you’re planning, budgeting, or even exerting political pressure to protect yourself from negative shocks like these.
YNON KREIZ: We have a very sophisticated advanced global supply chain that is very agile and experienced in dealing with changes, let’s put it this way, and different challenges. And we continue to watch the tariff landscape and geopolitical developments. Of course, this is part of our day-to-day. We factor that into our planning, into our guidance, into how we communicate internally, and continue to remain agile in terms of being able to respond and adapt and shift to a changing landscape. And it’s not just about tariffs. Today, it’s geopolitical unrest. It used to be COVID and other challenges. And at the core, we remain agile and able to adapt and respond in real time.
ALISON BEARD: One last question, and it’s a fun one from Julia in Boston: “What was your favorite toy to play with as a kid?”
YNON KREIZ: I grew up playing Hot Wheels. I love the product. It’s an incredible innovation, really, still today. If you take a car that we sell for $1.25, and you look at the complexity, the articulation, the performance, these are performance cars. It’s inspiring. And I love touching and feeling these cars still today.
ALISON BEARD: I love them too. Ynon, really appreciate your time. Thank you so much for joining us.
YNON KREIZ: Thank you so much.
ALISON BEARD: That’s Mattel CEO Ynon Kreiz, speaking to me as part of the recent HBR Leadership Summit.
On Tuesday, Adi speaks with The Atlantic staff writer Josh Tyrangiel, about how AI companies can start really solving problems to make our lives better.
If you found this episode helpful, share it! And rate us in Apple Podcasts, Spotify, or wherever you listen. If you want to help leaders move the world forward, consider heading to HBR.org/subscribe to get access to the HBR mobile app, the weekly exclusive Insider newsletter, and unlimited access to HBR online.
Thanks to our team: Senior producer Mary Dooe, and senior production editor Kristin Murphy Romano. And thanks to you for listening to the HBR IdeaCast. We’ll be back with a new episode on Tuesday. I’m Alison Beard.
Stock market outlook: S&P 500 to lose much of 2026 gains as ‘speculation is hitting extreme levels’
The S&P 500 just notched its best quarter since 2020 and is up about 9% so far this year, but it’s mostly downhill from here, according to Bank of America.
In a note on Tuesday, analysts reaffirmed their year-end price target of 7,100 for the broad market index, representing a 5% drop from the week’s closing level.
“Our bear market signposts suggest speculation is hitting extreme levels as high multiple stocks have gapped up demonstrably, an event that has historically preceded a valuation ‘snapback,’” BofA said.
The bank added that S&P 500 companies are generating less free cash flow relative to net income compared to historical trends. That’s as so-called hyperscalers have seen their free cash flow plunge due to massive spending on the AI boom, eroding their earnings.
At the same time, the Federal Reserve is fighting sticky inflation after more than five years of letting it run above its 2% target. BofA recently predicted the Fed has now run out of patience and will hike rates three times this year to finally rein in inflation.
To be sure, the S&P 500 generally saw positive returns during previous tightening cycles, as stocks peaked six to 12 months after the first rate hike.
But Fed rate hikes now would hit differently, BofA explained, because the S&P 500 is more expensive ahead of a first rate hike than any other cycle, except for the one that ran from 1999 to 2000.
Chip stocks in particular have been on astronomical runs lately as the unrelenting AI boom sends demand soaring. Micron Technology, for example, is up 242% so far in 2026 and up 700% from a year ago, even after a recent selloff.
That’s fueled worries that the good times may be coming to an end soon. After hitting an all-time high of 7,621 just a month ago, the S&P 500 has gone on wild swings, losing about 2% in the process.
Elsewhere, stocks have been on even worse stomach-churning rollercoasters. South Korea’s high-flying Kospi stock index, which is dominated by AI darlings SK Hynix, and Samsung, set a new record a few weeks ago only to suffer its fifth worst daily plunge ever days later.
Such moves are especially worrisome for Capital Economics, which pointed out that similar selloffs have previously only happened during bear markets like during the Asian financial crisis, the dot-com bubble, and the Great Financial Crisis.
“This volatility is, in our view, evidence of excessive froth and calls into the question the sustainability of this rally,” analysts said.
Even a mostly bullish outlook from JPMorgan last month came with a “flash crash” warning. Still, analysts raised their year-end S&P 500 target to 7,800 from 7,600, citing strong earnings estimates.
The forecast assumes the Fed holds rate steady this year, then raises next year, while the market’s top gainers will remain highly concentrated in AI stocks.
“That said, the path higher is likely to be non-linear given a tougher bar into 2Q earnings, crowded Momentum positioning (especially Low- Quality and Speculative Growth segments) that continues to face high probability of a flash-crash, rapidly increasing equity supply, and potentially tighter monetary policy that could constrain equity multiples,” JPMorgan wrote.
Others on Wall Street are more bullish. Yardeni Research President Ed Yardeni, who has been beating the drum about another Roaring Twenties since the decade began, hiked his year-end target for the S&P 500 to 8,250 from 7,700 in May.
He cited strong corporate earnings and expectations that they will remain robust. Yardeni backed his view over the weekend and dismissed comparisons between today’s AI boom and the dot-com bubble.
“The late 1990s meltup was led by the forward P/E of the S&P 500 Information Technology sector,” he wrote on Saturday. “It was driven by FOMO (fear of missing out). The current bull market is driven by FEMO (fabulous earnings momentum).”
Audible Standard: Get 3 Months of $0.99/Month (or Free with Prime) Plus $20 Credit
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Honeymoon Interest Rates Explained
Ah, the honeymoon phase. Whether it’s in love or loans, it’s thought to be a period of bliss. Home loan honeymoon interest rates, often called introductory discount offers, can reduce the interest rate a new borrower realises at the start of their loan term.
And we all love a saving, right?
But before you dive headfirst into the world of honeymoon interest rates, let’s unravel the mysteries behind these tempting offers and uncover what they mean for your financial journey.
What is a honeymoon rate or introductory home loan discount?
A honeymoon interest rate or an introductory offer is a discount promised for a set period of time to people looking to purchase a new home or refinance their existing home loan. They’re normally a defined discount on top of a lender’s standard variable rate for a set period of time.
So, a borrower taking advantage of a honeymoon offer could – for instance – pay 1% p.a. less than they would have otherwise for the first year of their mortgage, thanks to an introductory rate.
“An introductory rate would typically be a variable rate,” Icon Money managing director Jasjeet Makkar told YourMortgage.com.au. “It would generally be for the first year or two, and that introductory rate would have certain criteria.”
For example, Mr Makkar notes one big four bank previously offered an introductory rate, but only for borrowers purchasing a new home. Those looking to refinance their home loan couldn’t take advantage of the offer.
The length of time in which a lender offers an introductory rate can also vary greatly. While some might only promise the discount for the first six months, others might leave it running for three years or longer.
How much could a honeymoon interest rate save you?
It’s often easy to forget the impact that a tenth of a percentage point can save a borrower over the life of their mortgage. For that reason, let’s break down the impact that an introductory interest rate discount can have over a 30 year home loan.
What is a typical home loan?
According to data from the Australian Bureau of Statistics (ABS) and the Reserve Bank of Australia (RBA) encompassing September quarter of 2025, the average new owner-occupier home loan is worth close to $700,000 and the typical variable interest rate for new loans is 5.5% p.a.
Such a home loan, assuming a 30-year loan term, would demand around $3,975 in monthly repayments and a total of approximately $730,000 in interest.
What impact would a 1% p.a. introductory discount make?
Now that we know what a ‘normal’ new home loan looks like at the time of writing, let’s factor in the impact of an imagined honeymoon rate.
But what would happen if our very normal borrower were to secure an introductory discount of 1% for the first two years of their loan’s life?
Well, it would bring down their minimum repayments to just over $3,550 a month for the honeymoon period, for starters. It would also see them paying around $17,000 less in interest over the life of their loan.
| Loan detail | Standard home loan | With 1% honeymoon discount |
|---|---|---|
| Loan amount | $700,000 | $700,000 |
| Interest rate (p.a.) | 5.5% | First 2 years at 4.5% |
| Approx monthly repayment (initial period) |
$3,975 | $3,550 |
| Approx total interest over 30 years | $730,000 | $713,000 |
| Approx potential interest savings | – | $17,000 |
Not to mention, if they took the money they saved on monthly repayments over the first two years and used it to make extra repayments, they could shave years off the life of their home loan.
Which banks and lenders offer honeymoon interest rate discounts?
Honeymoon offers or introductory interest rate discounts typically come in floods and droughts. At any given time, there’s usually either multiple to choose from or next-to-none.
“It’s hard to predict [how many lenders will offer honeymoon discounts],” Mr Makkar said. “We don’t know what the banks feel is the best way to win new customers [at any given time].”
Ultimately, an introductory home loan interest rate offer is a way for a bank or lender to bring in new customers. But it’s one of many ways they can try to entice new business.
When honeymoon offers go out of fashion, banks might turn to cash back deals instead. Or they might simply drop their interest rates to attract new business.
Competitive home loan deals
It’s important to weigh a honeymoon interest rate discount against a potentially higher ongoing rate. To help, we’ve compiled some of the most competitive mortgage rates out there right now:
| Lender | Home Loan | Interest Rate | Comparison Rate* | Monthly Repayment | Repayment type | Rate Type | Offset | Redraw | Ongoing Fees | Upfront Fees | Max LVR | Lump Sum Repayment | Extra Repayments | Split Loan Option | Tags | Features | Link | Compare | Promoted Product | Disclosure |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
6.04% p.a. |
6.08% p.a. |
$3,011 |
Principal & Interest |
Variable |
$0 |
$530 |
90% |
|
Promoted |
Disclosure | ||||||||||
|
5.89% p.a. |
5.80% p.a. |
$2,962 |
Principal & Interest |
Variable |
$0 |
$0 |
80% |
|
|
Disclosure | ||||||||||
|
6.14% p.a. |
6.18% p.a. |
$3,043 |
Principal & Interest |
Variable |
$0 |
$530 |
90% |
|
Promoted |
Disclosure |
Important Information and Comparison Rate Warning
Pros and cons of introductory home loan discount offers
As with most things in the personal finance space, honeymoon interest rates offer both upsides and downsides, as the table below details.
| Pros | Cons |
|---|---|
| Potential savings on interest payments | Higher interest rates after the honeymoon period |
| Lower monthly repayments during honeymoon period | Potential for voiding the discount if conditions aren’t met |
| Opportunity to make extra repayments and reduce loan term | Not available from most lenders |
What to consider when contemplating a honeymoon interest rate discount
Having considered the upsides to a honeymoon interest rate – the potential savings, of course – it’s important to also contemplate the downsides.
Lesson #1. Don’t get caught up in the introductory rate – do your research on a product’s revert rate and fees too
“Look at the fees,” Mr Makkar said. “See if there’s any monthly fee or annual fee you’re going to be paying.”
Also, consider the interest rate you might face on the expiry of an introductory discount. That rate – called a revert rate – will be based on the interest rate offered by a lender today and will likely change over the course of an introductory period, but it’s worth considering nonetheless.
“At least you can get a fair comparison,” Mr Makkar said. “Today, if the revert rate is this, what are other banks offering?”
You might find a home loan product offering an introductory discount rate today doesn’t have a competitive ongoing rate for borrowers to roll over to later. Thus, when a honeymoon rate expires, some borrowers could be left feeling like they’ve fallen for a ‘bait-and-switch’ gimmick, even if they haven’t.
Lesson #2. Read the fine print and consider if a product is right for you
The second most important thing to consider is the terms and conditions set by a lender. While many banks and lenders stand by their introductory discounts no matter what, others might set conditions that could see the discount voided. That could result in a borrower losing their discount if they fall behind on their repayments, for instance.
Lesson #3. Be ready to refinance on the expiry of a introductory interest rate
The final factor worth mentioning here relates to lesson #1. That is, a borrower may be wise to be ready to refinance on the expiry of their introductory interest rate discount.
As mentioned above, most of the products offering honeymoon interest rates aren’t among the most competitive on the market when that discount isn’t in play. Refinancing is a relatively simple way to ensure you’re getting a good home loan deal at any given time and could potentially save tens of thousands in interest over the life of a loan.
Photo by Tatiana Gonzales on Unsplash.
First published in May 2024
North Carolina Bans DEI at Public Colleges After Lawmakers Override Governor’s Veto
North Carolina has become the latest state to outlaw diversity, equity and inclusion programs at its public colleges and universities. On June 24, the Republican-led General Assembly overrode Democratic Gov. Josh Stein’s veto of Senate Bill 558 (PDF File), and the law took effect immediately as Session Law 2026-21.
What The Law Does
Public colleges in the state can no longer maintain DEI offices or employ DEI staff, and they are barred from endorsing what the law (PDF File) calls “divisive concepts.” Those include the ideas that a person is inherently privileged or oppressed because of their race or sex, that the United States was created to oppress a particular race or sex, or that “a series of power relationships and struggles” among groups has replaced the rule of law.
Schools also cannot require students to complete a course tied to divisive concepts in order to graduate. The law carves out an exception for requirements a chancellor deems necessary, but those decisions must be reported to the institution’s governing board.
The measure goes further on speech. Colleges are prohibited from investigating or reporting “offensive or unwanted speech that is protected by the First Amendment, including satire or speech labeled as microaggression.” Each institution must certify its compliance every year.
Why It Matters
North Carolina joins a wave of conservative states reshaping public higher education. Since 2023, roughly 17 states have enacted at least 33 laws restricting college DEI efforts, according to the Chronicle of Higher Education. The state’s new law draws heavily on model policy language from the Goldwater Institute, a libertarian think tank, and cites President Donald Trump’s January 2025 executive order targeting DEI across colleges and other institutions.
The bill’s preamble frames DEI programs as forcing students to “judge others based on their race, sex, or other factors,” language that mirrors the national argument conservative lawmakers have used to dismantle these offices.
The Other Side
Stein, who vetoed the bill before the override, has cast diversity as a strength rather than a liability. In his veto message, he said the state should not “whitewash history, police dorm room conversations, or ban books,” and argued students benefit from learning across differing viewpoints. After the override, he accused legislators of “stoking the culture wars that divide us” instead of passing an overdue state budget.
Republicans also overrode Stein’s veto of a companion bill restricting DEI in K-12 schools, signaling the policy push spans the full education system.
How This Connects
The North Carolina law is the state-level echo of a federal campaign The College Investor has tracked closely. Trump’s education executive orders direct the Department of Education to ensure no federal funds support DEI activities and instruct accreditors to drop DEI standards, with institutions risking the loss of federal recognition and Title IV student aid eligibility if they don’t comply.
For the more than 240,000 students in the UNC system and the state’s community colleges, the combined federal and state pressure means the programs, course requirements and campus offices they encounter are changing fast and federal aid increasingly hinges on which side of the DEI line a school lands on.
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Editor: Colin Graves
The post North Carolina Bans DEI at Public Colleges After Lawmakers Override Governor’s Veto appeared first on The College Investor.

