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New Data: Colleges Now Discount Tuition 56% on Average — A Record High


Key Points

  • Only about 12% of college students pay full sticker price. The share paying the advertised rate has been shrinking for 25 years and hit new lows in the 2024-25 academic year.
  • Roughly one in four students pays nothing in tuition after grants and scholarships. At community colleges, that figure is closer to 40%, and full-time community college students have received enough average grant aid to cover tuition since 2009.
  • Despite widespread discounting, most families still pay $25,000 to $100,000 out of pocket over the life of a degree when room, board, fees, and living costs are included — meaning tuition discounts alone do not tell the full story of college affordability.

The sticker price at some private colleges now tops $70,000 a year. At public universities, the published rate for in-state students averages nearly $12,000. But federal data and institutional reporting tell a consistent story: the vast majority of students are not writing checks for those amounts.

The frustrating part is that most of this discounting is done in secret – via individual financial aid awards. That makes price transparency difficult – and many families get stuck on the headline numbers. 

According to the most recent data, only about one in eight undergraduates pay the full advertised price. This aligns with The College Investor’s recent study of what families actually pay for college out of pocket.

Nearly everyone else receives a discount — and for a growing share, tuition is covered entirely.

Donut chart showing what college students actually pay vs. sticker price — 28% pay $0 tuition, 22% pay 1–25%, 28% pay 26–75%, 10% pay 76–99%, and only 12% pay full sticker price, based on NACUBO and College Board 2024–25 data. Source: The College Investor

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Actual Numbers Of How Many Families Get Scholarships That Discount The Costs

At private nonprofit colleges, the gap between sticker price and what students pay has never been wider.

NACUBO’s 2024 Tuition Discounting Study, found that the average discount rate reached 56.3% for full-time undergraduates in the 2024-25 academic year — a record high. That means for every dollar of published tuition, these schools returned roughly 56 cents in institutional gift aid.

In other words, if a school published a tuition rate of $50,000 per year, the actual tuition cost out of pocket would only be $21,850. Nearly 90% of incoming freshmen received some form of institutional discount.

Public four-year universities show a similar pattern, though the mechanics differ. The College Board reports that average net tuition and fees for first-time, full-time in-state students at public four-year schools fell to an estimated $2,300 for 2025-26 — compared to a published sticker price of $11,950. That is an effective discount of more than 80% on tuition alone

Community colleges stand out even more. Full-time students at two-year public institutions have been receiving enough average grant aid to fully cover tuition and fees since the 2009-10 academic year, according to the College Board. 

With more than 30 states now operating some form of free community college program, that number makes sense.

Very Few Families Pay Full Sticker Price

Brookings Institution research by economist Phillip Levine found that only 26% of in-state public college students and 16% of private nonprofit students paid the full sticker price in the 2019-20 academic year. 

Both figures have dropped sharply over time: down from 53% and 29% respectively in 1995-96.

Even among higher-income families who do not qualify for need-based aid, the share paying full price has fallen significantly. 

At public institutions, 79% of higher-income students paid sticker price in 1995-96, but by 2019-20, that had dropped to 47%. At private schools, the decline was steeper: from 64% to 28%.

The growth of merit-based aid explains much of this shift. Colleges increasingly use institutional scholarships to attract students regardless of financial need, making discounts available across the income spectrum. 

The result: the sticker price is becoming an unreliable indicator of what college actually costs for almost everyone.

Trying To View The Full Picture: What Families Actually Pay

Tuition discounts are real, but they don’t tell the whole story of college affordability. As we reported in our analysis of what families really pay for college out of pocket, most households end up spending between $25,000 and $100,000 over the course of a degree once room, board, fees, transportation, and other living costs are factored in.

Only about 1.35% of bachelor’s degree students receive grants and scholarships that fully cover the entire cost of attendance, according to the National Postsecondary Student Aid Study.

In other words, a student who pays zero in tuition may still face tens of thousands of dollars in housing, meal plan, and living expenses that are not covered by grants. 

This gap between “tuition is free” and “college is free” is where many families get caught off guard. A $0 tuition bill at a state university still comes with a $10,000-$15,000 annual tab for housing and food alone.

This is also where families can get themselves in financial trouble, and need to separate out the value of the degree vs. the value of the experience. 

Sticker Shock Deters Families From Even Applying

If most students are not paying sticker price, why does it matter? Because the published number still shapes decisions. Research consistently shows that lower-income students are more likely to rule out schools based on the advertised price without investigating the net cost.

A 2025 EducationDynamics survey (PDF File) found that 46% of students considered tuition cost the most important factor in their college decision, yet fewer than half found it easy to locate actual pricing information on college websites.

Some colleges have responded with “tuition resets,” dropping published prices closer to what students actually pay. Others have expanded net price calculators and financial aid messaging. But the broader system still relies on a high-sticker, high-discount model that rewards families who know how to navigate it and penalizes those who don’t.

What Families Should Do

Never eliminate a school based on sticker price alone. The published cost is the ceiling, not the floor. Run the school’s net price calculator before making any assumptions about affordability.

File the FAFSA regardless of income. Merit aid, state grants, and institutional discounts often require a FAFSA on file. Skipping it can cost you money you would have qualified for.

Budget for the full cost of attendance, not just tuition. Room, board, and living expenses routinely add $10,000-$20,000 per year on top of tuition. A school with free tuition is not the same as a school with free college.

Compare net prices across school types. A private school with a $45,000 sticker price and a 56% discount may cost the same as a public school at full in-state rates. Use tools like TuitionFit to compare your financial aid award and see how it compares to others.

Consider the community college pathway. With 30+ states offering free tuition programs, starting at a community college and transferring can cut total degree costs nearly in half.

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The post New Data: Colleges Now Discount Tuition 56% on Average — A Record High appeared first on The College Investor.

JetBlue: 20% Off Base Fares With Promo Code SPRING20 (Tuesday & Wednesday Travel)


The Offer

Direct link to offer

  • JetBlue is offering 26% off base fares when you use promo code SPRING20
    • Book by 4/8/2026
    • 4/14/2026 to 5/20/2026 (Tuesdays & Wednesdays only)

Our Verdict

Tuesday & Wednesday travel only makes it difficult. 

Hat tip to FM

Here’s How AI ‘Workslop’ From Managers Is Eroding Workplace Trust


PeopleImages.com – Yuri A / Shutterstock.com

AI is reshaping how work gets done, but not always for the better. More than half of U.S. employees say they’ve received “workslop” from a manager, raising new concerns about leadership standards and accountability. What is workslop? In Zety’s latest survey of 1,000 U.S. workers, workslop is defined as AI-generated work that looks polished but lacks accuracy, substance, or proper review.

Freddie, Fannie updates lead wave of secondary market news


Fannie Mae, Freddie Mac, Vice Capital Markets, Better Mortgage and Wolters Kluwer are among companies adding new secondary market offerings, financing or related technology this week.

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Freddie has released two new types of low-loan balance 30-year mortgages that receive cash pay-ups, according to Vice Capital Markets, which has added the products to its system. The company also plans to add new cash pay-ups Fannie has in the works.

The Freddie mortgages, which have maximum balances of $450,000 and $425,000, have been incorporated into secondary market execution workflows lenders use to price and commit loans to the government-sponsored enterprises.

Freddie added the pay-ups for these loan types on Monday, according to a spokesperson. Investors may pay more for certain small loans because historical performance generally shows they are less likely to refinance.

Vice Capital Markets also plans to make products on new 30-year commitment grids currently pending at Fannie immediately available when launched. These include small mortgages that max out the same levels as Freddie’s pay-ups, and a manufactured housing loan.

Shawn Ansley, chief information officer at Vice Capital Markets

“Speed to market matters in secondary, especially when new execution options become available,” Shawn Ansley, chief information officer at Vice Capital Markets, said in a press release.

Better completes warehouse line renewals

In other news, Better Mortgage now has renewed all of its warehouse lines and increased capacity by over $275 million in the last three months, according to information Treasurer Rob Wilson provided in a company press release.

Most recently, Better has raised its total warehouse financing from $750 million to $850 million by increasing its capacity on an existing line, raising it from $250 million facility to $350 million. 

A global investment firm is providing the facility, which Better renewed for a year. Better did not identify the name of the warehouse provider. A portion of the facility has committed terms, which call for the financing to remain in place for the full period so long as requirements are met.

“We are thankful to our lending partners for leaning into and doubling down on Better in a tough macro environment,” Vishal Garg, CEO and founder, said in the release.

Vishal Garg

Vishal Garg.

Garg indicated that improved access to financing and cost of capital are priorities in the company’s recent earnings call. 

“We continue to improve our warehouse terms while working to expand capacity to support partnership volume growth,” he said. “In parallel, we are working toward a secured tokenized credit facility via stablecoin-ecosystem that we estimate could lower costs by up to 100 basis points.”

Wolters Kluwer provides new digital vault visibility

Wolters Kluwer Financial & Corporate Compliance has added new access to its digital vault platform that provides warehouse banks and investors with a broader view of assets pledged to them.

This allows secured parties to get a single view across multiple customer vaults rather than accessing them individually.

Simon Moir, vice president, lending systems, at Wolters Kluwer
Simon Moir, vice president, lending systems, at Wolters Kluwer

Ron Jautz

“The rise in fraud and double pledging has raised the stakes for warehouse lenders and secured parties. They need clear, real-time into the digital lending assets backing their portfolios,” said Simon Moir, vice president, lending systems, in a press release.



a16z-backed Infinite Machine is building e-bikes that feel like mopeds. Cyclists may have qualms


Last week, in Queens, I met up with Infinite Machine CEO Joseph Cohen at his startup’s new vibey office space in Long Island City. After a brief tour, Cohen and I donned motorcycle helmets and went for a ride, spinning through the cobble and paved roads and bike lanes on Infinite Machines’ new e-bike, the Olto. The Olto is quick, fun, and smooth, and it was a blast.

As Cohen and I waited at a traffic light, people on the corner pointed at us, grinning. Olto’s sleek and modern design—like a Cybertruck for the bike lane—tends to grab attention. But is it really a bike?

The Olto follows all the technical parameters of a Class 2 e-bike, where you don’t need a license plate or registration, and it’s allowed in the bike lane. Legally, it’s a bike. In motion, it felt more like I was riding a moped. The Olto is a whopping 176 pounds, has a moped-style seat position, and uses a throttle that gets it up to 20 miles per hour—or more if you’re in a city like New York where higher speeds are allowed. 

While there technically are pedals, Cohen advised me not to use them, and said that customers keep the pedals in the locked position—like pegs. Almost as proof of this, the chain on the Olto I rode was really rusty, and a piece of black plastic covered most of it, which I couldn’t help but notice would make the chain impossible to lube or service.  

Courtesy of Infinite Machine

For Cohen, these quirks are exactly the point. He and his brother, Eddie, wanted to design a brand new kind of two-wheel transit option designed for both the road and the bike lane. The two spent a lot of time riding their Vespas during Covid, and Cohen says they realized “that two wheels is kind of a hack for New York.” Infinite Machine started manufacturing its first vehicle, an electric moped the P1, and later this e-bike Olto, which they started delivering to customers last year, though he wouldn’t tell me how many had been sold yet

Infinite Machine, which launched a moped motorcycle before the Olto, is already dabbling in what other kinds of vehicles it can build next—and how the startup could (eventually) plug in some sort of autonomy to its e-bikes and scooters. It’s a well-funded venture, with $14.2 million from investors including a16z’s American Dynamism fund (a little funny when you consider that Infinite Machine, like many transit companies, has its scooters and e-bikes assembled in Shenzhen, China). Cohen and his brother, Eddie are energetic and bubbly about their sleek designs and where they see the future of transit going. When you’re talking with them, it’s hard not to get excited right along with them.

At the same time, it’s hard to imagine Infinite Machine won’t run into some trouble as they scale. The e-mobility space is notoriously difficult and full of cautionary tales, but more than that, I wonder what the reaction will be from cyclists like me to have something like Olto passing them in the bike lane. At a speed of 20 or 25 miles per hour, a 176-pound bike carries much more energy than a traditional bicycle, and collisions don’t look the same. E-bike accidents are drawing additional scrutiny from residents in cities, including New York, where some groups are pushing for more parameters for e-bikes and scooters. 

After thinking all of that over for a few days, I called up Cohen yesterday and asked about some of those concerns. He said that Infinite Machine is proactive with regulators and has built a “good relationship” with the New York City transportation department, and pointed out that he hadn’t heard of any complaints so far. From his perspective, he wants customers to ride in the bike lanes as a safety precaution from cars and dangerous drivers. “The real threat to safety is from cars and trucks, not from e-bikes,” he said.

Olto isn’t the only vehicle that may redefine the bike lane. Last week, I saw Amazon’s new four-wheel “e-cargo quadricycle” pedaling through the Lower East Side and making last-mile deliveries. It’s a stretch, but the enormous quadricycle technically meets all of the qualifications of a bike, even though it weighs many hundreds of pounds. 

It’s hard not to feel that these new modes of transportation may erode the social order of the bike lane—the idea that bike lanes are solely for lower-speed vehicles and the commuters who are most vulnerable on the road. I’m a cyclist with four bikes—I use bike lanes all the time—and can’t help but wonder as some of these new designs get prolific, whether it could start to feel hostile to the people who are actually pedaling.

See you tomorrow,

Jessica Mathews
X: 
@jessicakmathews
Email: jessica.mathews@fortune.com

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VENTURE CAPITAL

E2, a Menlo Park, Calif.-based developer of medical technology designed for venous thromboembolism, raised $80 million in Series C funding. Gilde Healthcare and Norwest led the round and were joined by existing investors.

True Footage, an Austin, Texas-based residential appraisal and appraiser services company, raised $40 million in Series C funding from Cox Enterprises, Nava Ventures, Roger Ferguson, Pilot Enterprises, and others.

Membrane Technology & Research, a Newark, Calif.-based industrial membranes company, raised $27 million in Series B funding. Climate Investment led the round and was joined by Hartree Partners.

HexemBio, a New York City-based biotech company focused on blood stem cell rejuvenation therapy, raised $10.4 million in seed funding. Draper Associates led the round and was joined by SOSV, Seraphim, and others.

CONXAI, a Munich, Germany-based agentic AI platform designed to automate construction workflows, raised €5 million in pre-Series A funding. BayBG Venture Capital and Capricorn Partners led the round and were joined by Pi Labs, Earlybird, Noa, Zacua Ventures, and Argonautic Ventures.

FLORA Fertility, a Calgary, Canada-based fertility insurance platform, raised $5 million in seed funding. ManchesterStory led the round and was joined by Slauson & Co., BDC, Marathon Fund, and Adara Venture Partners.

Felix, a Prague, Czech Republic-based AI workflow platform designed for legal, finance, and insurance professionals, raised $1.7 million in pre-seed funding. XYZ Venture Capital led the round and was joined by angel investors.

Prism Layer, a Washington, D.C.-based AI-powered platform for enterprise risk management, raised $1 million in pre-seed funding. Fenway Summer led the round and was joined by Plural VC and others.

PRIVATE EQUITY

Bay Collective, backed by Sixth Street, agreed to acquire Sunderland AFC Women, a Sunderland, U.K.-based women’s soccer club. Financial terms were not disclosed.

Caylent, backed by Gryphon Investors, acquired Pronetx, a Columbia, Md.-based customer experience consulting firm. Financial terms were not disclosed.

First Reserve acquired a majority stake in Lindsey Systems, an Azusa, Calif.-based designer and manufacturer of electric transmission and distribution equipment. Financial terms were not disclosed.

EXITS

Gamut Capital Management agreed to acquire Acousti Engineering Company, an Orlando, Fla.-based ceiling, drywall, flooring, and specialty interior services provider, from Ardian. Financial terms were not disclosed. 

Triton Partners agreed to acquire Integris, an Amsterdam, The Netherlands-based ballistic protection company, from Agilitas Private Equity. Financial terms were not disclosed.

FUND OF FUNDS

Eclipse, a Palo Alto, Calif. and New York City-based venture capital firm, raised $1.3 billion across two funds focused on companies in physical industries. 

PEOPLE

500 Global, a Palo Alto, Calif.-based venture capital firm, hired Nadia Karkar as managing partner. Previously, she was with TPG Rise.

H.I.G. Capital, a Miami, Fla.-based private equity firm, promoted Brian Schwartz to CEO.

Rally Ventures, a Menlo Park, Calif.-based venture capital firm, hired Liz Benz as operating partner. Previously, she was Chief Sales Officer at Jamf. 

Rethinking Exit Multiples in High-Growth Company Valuations


These are approximations, but they tie the exit multiple to the assumptions about long-run growth (g), WACC, ROIC, margins and taxes.

Valuers should then cross-check their exit multiple assumption against current medians, long-run sector bands, and transaction evidence. If comps diverge, valuers can explain why; differences in growth durability, capital intensity, or risk.

In reality, the selection of the multiple is based on the median or average of current valuations at the time of the analysis, or the average of the median over the last five to 10 years. But is this correct?

Well, as always—it depends. It could be. Data teaches us something important that we should incorporate into our thinking when selecting the exit multiple.

For exit EBITDA multiples, Michael Mauboussin found that expected EBITDA growth and the spread between ROIC and WACC have a significant impact on valuation for unprofitable companies. However, determining ROIC or exit EBITDA margin is difficult when companies are not yet profitable or in a stable phase.

For this reason, revenue growth and gross margin are often used instead.

Daylit Debuts AR AI Agent Platform


Daylit has launched its AI agents platform for accounts receivable (AR), enabling finance teams to accelerate collections and transform receivables into a strategic driver of working capital performance. Early adopters have reportedly increased collections on high-risk accounts by nearly 3x, reduced manual follow-up work by more than 40 hours per week, lowered AR operating costs by more than 75%, and achieved email reply rates of approximately 50%—more than triple the industry average of 15%.

Finance teams are dealing with delayed payments, leaner headcount, and increasing pressure to forecast cash accurately, but most AR systems still only show what’s owed without helping teams act on it. The platform serves as an end-to-end execution layer across AR workflows that gives finance teams a definitive source of truth to see what is owed, understand why it hasn’t been paid, and automatically take action without the manual effort of tagging accounts, drafting emails, or pulling reports across systems.

“As invoice volumes grow and payment cycles become more unpredictable, finance teams need systems that don’t just surface problems but actively solve them,” said Jared Shulman, CEO and co-founder of Daylit. “We built Daylit because AR is one of the clearest places where AI agents can move from suggesting actions to actually driving outcomes by sending the right message, at the right time, through the right channel, without someone having to manage every step.”

By connecting directly to a company’s ERP, CRM, and communication channels, Daylit enables finance teams to:

Identify risk early – The platform flags accounts that show signs of delayed or missed payment, based on their history, communication patterns, and real-time signals—before they become write-offs.

Take action automatically – AI agents autonomously handle follow-ups across email, phone, and text by pulling in invoice history, documentation, and prior commitments to send accurate, context-aware outreach without manual intervention.

Improve cash visibility – Cash flow projections are updated continuously as new payment data, communications, and customer behavior are received, providing finance leadership with a real-time picture of where receivables stand.

“The technical challenge in AR isn’t generating a message. It’s understanding account context, customer behavior, payment commitments, and escalation paths well enough to act responsibly on behalf of the business,” said Jerry Shu, CTO and co-founder of Daylit. “Our agents learn how each customer pays—when they respond, what channels work, whether they follow through—and adapt over time. They get smarter with every interaction, so collections keep improving without extra effort.”

Daylit’s AI agents are available now. The launch builds on the company’s $110 million funding round in September 2025, led by Companyon Ventures with participation from NextView Ventures, SixThirty Ventures, Viola Credit, and executives from Meta and Yelp.



Bed Bath & Beyond’s Container Store acquisition echoes past retail mergers that failed to deliver



When Bed Bath & Beyond announced last week it was buying the Container Store for a pittance, CEO Marcus Lemonis touted the deal as a key component of his plan to create a home-oriented conglomerate that includes retail brands, home services, installable products such as flooring and cabinetry, insurance, and more.

“We are building the first Everything Home Company,” he said in a release, explaining that it is “designed to make home ownership and living simpler and more affordable through a disciplined, interconnected ecosystem.”

Snagging the Container Store for $150 million, a fraction of its market capitalization high of $1.64 billion more than a decade ago, will allow Bed Bath & Beyond to add the popular modular storage system Elfa and the higher-end customizable Closet Works service to its array of offerings. And—excitingly for those nostalgic for Bed Bath & Beyond’s candle-scented stores, the last of which closed in 2023 following the chain’s bankruptcy filing—the move will be a return to brick-and-mortar retail: The 100 Container Store locations will be rebranded as The Container Store / Bed Bath & Beyond.

Overstock.com purchased the company after its spectacular flame-out three years ago, then changed its name to Beyond Inc, and then last year to Bed Bath & Beyond. Other brands under the BB&B umbrella include BuyBuy Baby and Brand House Collective, a home furnishings company previously called Kirkland’s Home.

Lemonis deserves credit for having a vision for what the company’s components could amount to in the aggregate. But there was some skepticism from Wall Street about the move. Morningstar analyst David Swartz told real estate industry publication CoStar News that Bed Bath & Beyond was “a conglomerate of failing businesses,” and that he wasn’t surprised that investors were balking at Lemonis’ strategy. (Shares are down 15% since January, when Lemonis became CEO after first serving as executive chairman.) GlobalData managing director Neil Saunders has called the company “a bit of a hodgepodge” collection of brands.

And indeed, both Bed Bath & Beyond and the Container Store, which had its own bankruptcy in late 2024, are weak businesses that are a fraction of the size they were at their peaks. When brands are struggling, one plus one is unlikely to equal three.

What’s more, it does not appear to have been smooth sailing behind the scenes at Bed Bath & Beyond. The company has undergone a few rebrands, churn in its C-suite, and quick changes in strategy—offering little evidence of the internal cohesion necessary to make a portfolio of brands gel.

There is no shortage of cautionary tales of retail industry marriages that went awry: Men’s Wearhouse’s acquisition of Joseph Abboud in 2013 yoked together two brands struggling for growth, and it was not transformative for either. Canada’s Hudson’s Bay Company conglomerate, long gone, brought a number of department store chains, all having a hard time—The Bay, Lord & Taylor and Saks Fifth Avenue—in different countries under one portfolio company; most have sought bankruptcy or gone out of business. Even a broadly well-run company like Tapestry can struggle to integrate a weak business: It has taken a few write-downs on its 2017 acquisition of Kate Spade.

However good Lemonis’s vision might look on paper, he’ll have to act fast to show it works: Bed Bath & Beyond had net income losses totaling $650 million, on revenue of $4 billion, in its last three full years.