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Elon Musk, the world’s richest man, has some new digs—an Airstream trailer in Memphis, parked just steps from xAI’s most ambitious project yet.
Musk, who has a net worth of $917 billion according to the Bloomberg Billionaire Index and became the world’s first trillionaire for 12 days in June, said Monday he was in his new “palace” as he spoke during a taping of the All-In podcast alongside Gwynne Shotwell, the president and chief operating officer of SpaceX.
Shotwell, for her part, praised Musk’s latest unusual home as an example of his long history of committing fully to projects he cares about throughout his career.
“This is Elon, by the way, doing what people don’t believe he does. He sleeps on the factory floor. He’s in Memphis, helping build buildings,” she said during the interview.
Musk is in Memphis as xAI races to expand Colossus, a massive supercomputer center that has provided it with so much computing power that it has struck deals to provide excess capacity to Google and Anthropic for billions. The company started building Colossus in 2024 to provide compute for Grok, xAI’s large language model, and the initial build reportedly took only 122 days.
While putting a data center in space could still be far off, Memphis has emerged as the center of xAI’s infrastructure buildout here on Earth. In late July, the company announced it would build a fourth data center called Minihard that will add to its other facilities.
Musk did not say which Airstream model he was living in, but some of the aluminum-shelled campers pack a sleeping area, kitchen, and bathroom into a 16-foot space.
Still, Musk has been known to want to sleep close to the action when a new project interested him or required his direct attention. When Musk and his brother Kimbal were building their first startup, Zip2, in the ‘90s, they slept in a tiny Palo Alto office for six months while showering at the YMCA, according to Walter Isaacson’s biography of Musk.
Even as a newfound multi-millionaire, having received $22 million from selling Zip2 to Compaq, Musk slept under his desk most nights as he prepared to launch X.com, the online bank that would later become PayPal, in 1999, according to Isaacson’s biography.
Even when he rose to the rank of super wealthy, having received another approximately $175 million from eBay’s acquisition of PayPal, he often stayed at colleagues’ homes while traveling in Silicon Valley, including the home of Michael Marks, who briefly served as Tesla CEO in 2007 before the pair clashed and Musk later took over the role.
Musk’s habit of finding a resting place close to the action was even more pronounced during the “production hell” era in 2017 and 2018 when Tesla aimed to churn out 5,000 Model 3s per week, nearly double the rate it was producing previously.
“It was a frenzy of insanity,” he told Isaacson of that time. “We were getting four or five hours’ sleep, often on the floor. I remember thinking, ‘I’m like on the ragged edge of sanity.’”
During that production rush, he spent Thanksgiving Day at the factory with some of his sons because he had asked workers to work that day as well, wrote Isaacson.
Finally, when in 2022 he purchased the social media website Twitter , which would later become X, Musk claimed a couch in the company’s seventh-floor library and slept there as he pushed employees to realize his vision of turning Twitter into a “digital town square.” He said in an interview with journalist Bari Weiss that he needed to sleep in the office because the company was in a “code-red situation.”
To be sure, Musk didn’t shy away from spending his money on lavish homes for years. He bought a mansion in the Bel Air neighborhood of Los Angeles, complete with seven bedrooms, 11 bathrooms, a tennis court, and a two-story library for $17 million in 2012, according to his biography. He also owned a $32 million Mediterranean-style estate in Silicon Valley and bought late actor Gene Wilder’s home in 2013 to try to preserve it.
In 2020, though, Musk sold many of his properties and moved with his then-partner Claire Boucher, known as Grimes, to Texas, where they lived in a small, $50,000 house he was renting from SpaceX near the company’s Starbase facility in Boca Chica.
Now, with xAI’s Memphis expansion heating up, Musk seems to want to be close to the action once again, and he’s traded in the factory floor, at least, for the comfort of his own trailer.
Not only have refinances been limited, but a new challenge has arrived for brokers. Borrowers coming through the door increasingly do not fit the profile agency lending was built around in the first place, pushing more loans into the non-agency space.
Bill Dallas (pictured top), chairman of Dallas Capital, has spent more than 40 years in the mortgage industry, including building companies through the last non-agency boom in the 1990s and 2000s. He said the mistake he sees most often among clients is treating this cycle as temporary.
“Look, you’ve been in this mess for a while, and the low-rate cavalry, you kept praying that these guys are going to show up,” Dallas told Mortgage Professional America. “I’ve tried to tell my clients that that’s not going to happen. They want to think about it as episodic. What I’m trying to get them to think about is, guys, this is structural.”
Dallas said the current market conditions make agency lending a bad match for many customers coming in the door.
“Agency serves you really well in a purchase-driven, owner-occupied, low-rate environment, especially with employed borrowers,” he said. “We’re in a market with things they don’t do well: cash-out, HELOCs, second mortgages. They don’t want to talk about non-owner-occupied, and they don’t like self-employed.”
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The Justice Department filed complaints last week against Hawaii, Utah, Arkansas and the District of Columbia over laws that let students without lawful immigration status pay in-state resident tuition rates at public colleges. Those four filings bring the department’s total to 25 cases, and every state with a similar law has now been sued.
Each complaint focuses on two issues: the residency provisions that set the tuition rate, and the separate state scholarship and grant programs that run alongside them.
“This is a simple matter of federal law: colleges cannot provide benefits to illegal aliens that they do not provide to U.S. citizens,” Assistant Attorney General Brett A. Shumate said in the department’s announcement. Associate Attorney General Stanley E. Woodward, Jr. said the filings mean “no more placing illegal aliens over American citizens on this Department of Justice’s watch.”
The same two-count structure appeared in the late-August suits against Arizona, New Mexico, Oregon and Washington, which took the count to 21.
The money at stake is the tuition differential, and it is large. Average published tuition and fees at public four-year schools ran $11,950 for in-state students in 2025-26 and $31,880 for out-of-state students, according to the College Board’s Trends in College Pricing 2025. That’s a gap of $19,930 a year before housing.
At individual flagships the spread runs wider still: Arizona State’s resident and non-resident rates differ by roughly $14,800.
Students in this group also have no access to federal aid programs. They cannot receive Pell Grants or Direct Student Loans, so a reclassification means this group of students would have to make up the difference with cash or private scholarships.
That record is lopsided but not unanimous, and Minnesota is the reason the question is still open at the appellate level. A circuit split between the Fifth and Eighth would be the cleanest path to Supreme Court review.
Every complaint is about 8 U.S.C. § 1623(a), the 1996 provision barring a state from making an unlawfully present immigrant eligible “on the basis of residency” for a postsecondary benefit unless citizens qualify for the same benefit regardless of where they live.
The DOJ pairs that with the Supremacy Clause and asks for declaratory judgments plus permanent injunctions. The mechanics matter for anyone tracking residency requirements at public universities: the theory targets residency-based classification itself, not immigration status as an eligibility screen, which is why the scholarship counts travel with the tuition counts.
The College Investor has followed these cases since it stood at 12 states with the Massachusetts and Rhode Island filings, through the August round that reached 21.
That residency classification has become the pressure point in public college pricing, which is the same mechanism families use when they chase tuition reciprocity agreements between states to get a resident rate away from home.
Watch the Eighth Circuit briefing in the Minnesota appeal, any petition out of the Texas case, and whether the newly sued states answer or settle. For example, Kentucky and Kansas both resolved by consent rather than trial.
California and New York carry the largest affected populations and the biggest state grant programs, so their dockets set the practical stakes.
Students enrolled in any of the 25 states should be pricing the non-resident number for next year now, and asking financial aid offices in writing what happens to institutional awards if a court order lands mid-term.
Editor: Colin Graves
The post DOJ Sues Hawaii, Utah, Arkansas And D.C. Over In-State Tuition, Reaching 25 States appeared first on The College Investor.
Opinions expressed by Entrepreneur contributors are their own.
Most executives assume their track record will carry them through interviews, but in reality, the leadership instincts you’ve spent years refining can actively hurt you when you’re a candidate.
I see this pattern regularly in my interview coaching practice. Accomplished leaders often walk out of interview loops confused about why the offer went to another candidate. The truth is, their qualifications were never the issue. Instead, the issue was that they interviewed the way they lead, and although leading this way serves them well day-to-day, it’s costing them opportunities in the interview room.
Let’s explore the three leadership instincts I most often see working against executives in interviews, as well as how to adjust each one.
Great leaders distribute praise to their team. When a project succeeds, they spotlight the people who did the work, and over time, “we” becomes their default language. This habit builds trust and loyalty when you’re leading a team, making you look like a secure, selfless leader, but when you’re interviewing, it creates a major problem.
Employers are hiring only one person: you. When every story is told in “we” language, interviewers are left guessing about your individual contributions. Some interviewers will assume you’re being modest. Others will conclude you were just along for the ride and didn’t drive the results yourself. Neither assumption helps you, particularly when you’re competing against equally qualified candidates who more clearly communicate their impact.
I recall working with a product management executive who kept advancing to final rounds but never receiving an offer. When he requested feedback, one panel shared that they struggled to pinpoint what he had personally contributed to his team’s wins. We reworked his stories to name the specific decisions he had made, as well as the initiatives he had personally led, and he received an offer shortly after.
In my experience coaching hundreds of leaders through executive interviews, the fix isn’t to take credit that rightfully belongs to your team. Instead, it’s to continue calling out their contributions while also being clear about your own. For each interview story, identify your individual role or what would have gone differently without you. That is the part interviewers need to hear in the first person. This might sound like, “My team delivered an incredible product launch. My role was making the call to delay the release by two weeks, which protected the customer experience and helped us renew every one of our major accounts.”
Inside your company, everyone shares context. Your colleagues already know how complex your organization is and why a particular initiative was challenging. Because of this, you don’t need to explain the backstory behind your work when you’re communicating internally.
But interviewers don’t share that context, and when executives compress a major accomplishment into a single sentence, their achievement arrives without the stakes that made it impressive. “I led the AI transformation effort” means very little to someone who doesn’t know that adoption had stalled twice before or that the board had made it the company’s top priority.
One of my clients, an operations executive, described a two-year turnaround in a single sentence during our coaching sessions. It sounded routine until we unpacked the situation he had walked into, including millions of dollars in sunk costs and a system that multiple predecessors had failed to fix. Once he named those stakes in interviews, the same accomplishment landed more powerfully.
I coach leaders to highlight the stakes around each story. You don’t need to craft a dramatic screenplay like Shonda Rhimes, but you do need to set the scene. Before your next interview, take your strongest accomplishments and answer these questions about each one: What was at stake if this failed? What did the before and after look like? While these answers are likely already obvious to you, saying them out loud turns a resume bullet point into a memorable story and sets you apart from other candidates.
Senior leaders are often trained by experience to hedge in public. You’ve likely learned to build consensus before taking a stand and acknowledge diverse stakeholder perspectives before committing to your own. This is how you usually gain alignment and trust, but in an interview, it can backfire and sound like you don’t have a point of view.
Companies hire executives for their discernment. When you answer a strategic question with carefully balanced considerations and no conclusion, interviewers walk away unsure whether you can commit to a direction. Even worse, some will conclude that you’re a leader who waits to see where the group lands before speaking up.
I recently worked with an IT executive who had pushed back when his CEO wanted to move forward full throttle on an AI transformation. He worried that the story would make him sound difficult, so in interviews he softened the details until his position disappeared entirely. Once we reworked the story so that he stated his stance and the reasoning behind it upfront, the feedback changed. Interviewers began commenting on his sound judgment and asking thoughtful follow-up questions about how he had managed the disagreement.
The adjustment I recommend is simple to describe but uncomfortable to practice: Lead with your position, then add the nuance. In my coaching sessions, we rehearse responses like, “Here’s my recommendation, and here’s what would change my mind.” This structure allows you to demonstrate conviction while remaining open to input, and it leaves interviewers confident that you can make the tough calls.
Your leadership instincts aren’t flaws. They helped you become the leader you are today, and you’ll need them again once you land your new role. The challenge is recognizing when you’re the candidate rather than the leader and adjusting how you communicate. This can be difficult to do on your own because your leadership habits have become second nature. With practice, whether by yourself or alongside a trained professional, you can learn to notice what interviewers hear that you no longer do. You’ve got this!
Most executives assume their track record will carry them through interviews, but in reality, the leadership instincts you’ve spent years refining can actively hurt you when you’re a candidate.
I see this pattern regularly in my interview coaching practice. Accomplished leaders often walk out of interview loops confused about why the offer went to another candidate. The truth is, their qualifications were never the issue. Instead, the issue was that they interviewed the way they lead, and although leading this way serves them well day-to-day, it’s costing them opportunities in the interview room.
Let’s explore the three leadership instincts I most often see working against executives in interviews, as well as how to adjust each one.
Last week, UK Finance and Oliver Wyman, a management consulting firm, partnered on a report on the developing digital asset ecosystem. The report said the UK is well positioned for the tokenization of securities, but it must “act with urgency” to remain globally competitive.
The report warned that the UK is moving more slowly than some other jurisdictions and that it needs a concerted effort to avoid being left behind.
“If we get securities tokenization right, the rewards for our economy could be enormous, with global tokenized market capitalization estimated to hit $2 trillion by 2030. The tokenization of real-world assets has the potential to not only strengthen our financial services sector, but support growth across the wider British economy.”
The question is no longer whether distributed ledger technology, or blockchain, is good for finance, but whether the UK can execute and operate within the digital asset realm at scale.
Tokenization is described as a market structure and competitiveness issue. No longer a novelty or a question mark. While the country has moved forward with some foundational projects, tokenization remains “nascent” in Britain.
The report follows a 2023 document that highlighted experimentation and piloting. But now is the time for commercial adoption. The UK’s well-established regulatory and legal framework, combined with a strong finance/Fintech industry, gives it an advantage. But UK fintech insiders do not want to take this advantage for granted as the “UK moves from policy development and market testing towards implementation and scale.”
If policymakers and industry participants do not partner effectively, tokenized markets risk being built elsewhere. As the financial and related professional services sector employs about 2.5 million people and drives significant economic activity, the cost of failure will be high.
Radi El Haj, CEO of RS2, commented on the report, saying tokenization drives real value only when integrated into financial infrastructure rather than treated as an experiment.
“The UK has already created strong foundations through initiatives such as DIGIT, the Digital Securities Sandbox and increasing engagement from regulators. The next challenge is turning that experimentation into infrastructure institutions can adopt and operate at scale. That is fundamentally an integration question. Tokenized instruments need to connect effectively with digital money, settlement infrastructure and existing financial systems. If tokenization simply sits alongside established infrastructure as another isolated layer, there is a real risk that promising initiatives remain limited experiments rather than becoming production-scale financial infrastructure.”
Haj says UK Finance is spot on in emphasizing the need for coordination, and that legal/regulatory, tax, technology, and settlement cannot evolve independently.
“The competitive question now is whether the UK can turn its early experimentation into interoperable, production-grade infrastructure quickly enough to establish leadership before standards and liquidity consolidate elsewhere.”
Amerino Gatti, EVP of Oilfield Services & Equip at Baker Hughes Company (BKR -3.86%), reported a disposition of 3,860 shares of Class A Common Stock on Sept. 3, 2026, as disclosed in a recent SEC Form 4 filing.
| Metric | Value |
|---|---|
| Shares sold | 3,860 |
| Transaction value | ~$246,000 |
| Post-transaction shares (directly held) | 20,751 |
| Post-transaction value | $1.32 million |
Transaction value based on SEC Form 4 weighted average sale price ($63.64); post-transaction value based on Sept. 03, 2026, market close ($63.64).
| Metric | Value |
|---|---|
| Share Price (as of market close 2026-09-08) | $63.92 |
| Market Capitalization | $63.9 billion |
| Revenue (TTM) | $27.7 billion |
| Net Income (TTM) | $3.1 billion |
Baker Hughes is a leading oilfield services and equipment provider with $27.7 billion in TTM revenue and a market capitalization of $63.9 billion, demonstrating substantial scale within the energy services sector. The company leverages integrated capabilities spanning drilling, completion, production, and digital solutions to deliver comprehensive value to upstream and industrial customers. With a 41.42% one-year share price appreciation, Baker Hughes has benefited from favorable energy market dynamics and operational execution.
Insider transactions come in many flavors. Some of them, such as this particular transaction, are to cover tax obligations. Therefore, investors are always best served to review a company’s fundamentals, rather than relying on simple insider buy or sell signals. With that in mind, let’s have a closer look at Baker Hughes (BKR).
First off, BKR stock has significantly outperformed the broader stock market over the last few years. Since 2021, BRK stock has generated a total return of 162%, equating to a compound annual growth rate (CAGR) of 21.2%. That easily bests the S&P 500, which has delivered a total return of 83%, with a CAGR of 12.9% over the same period.

Today’s Change
(-3.86%) $-2.28
Current Price
$56.78
Market Cap
Day’s Range
$56.24 – $58.99
52wk Range
$43.92 – $70.41
Volume
649.3K
Avg Vol
8.4M
Gross Margin
23.57%
Dividend Yield
1.62%
As for its fundamentals, BKR has exhibited strong results. Revenue has increased from $20.5 billion in 2021 to more than $27.7 billion now. Similarly, net income has soared from a net loss of nearly $(0.5) billion in 2022 to more than $3.1 billion over the last 12 months. Finally, free cash flow has exploded higher to $3.1 billion, driven by strategic repositioning and capex discipline.
On the flip side, some investors may now view BKR stock as relatively expensive. Its price-to-sales (P/S) ratio has increased to 2.04x. And while that multiple is still cheap relative to many stocks you’ll find, it is above-average for BKR. For context, the company’s 10-year average P/S ratio is around 1.17x.
All in all, BKR’s fundamentals explain why the stock has performed so well in recent years. Investors seeking an energy stock would be wise to consider it, although some value-oriented investors may hesitate, given its valuation.
A manager worries that clients’ reactions to an employee’s appearance are creating a workplace problem. Alison Green weighs the competing concerns.