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How Money Actually Works



Watch these six videos to learn how the economy really works.
Get 40% off Ground News’ unlimited access Vantage Plan at to explore how stories are framed worldwide and across the political spectrum.

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We explore How the first economies were created, how they’ve changed over the last 100 years, and what they look like today.

We start with the magic of gold – and what it tells us about how collective belief is such a key part of any type of money.

We look at more recent history – how our generation is worse off than our parents and grandparents. And into how people are being hit with the rising cost of groceries and the price of being poor.

We end with looking at what rising extreme wealth of both multi-millionaires and billionaires really looks like.

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Original music for this video was composed by Tom Fox.

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— VIDEO CHAPTERS —
0:00 Gold Explained, Finally
34:26 1955 vs 2025 – who really has it better
56:22 25,000 vs 25 million
1:23:44 The Business of Keeping People Poor
1:57:52 Why Groceries are So Expensive now
2:21:43 What Being a Billionaire Really Looks Like

About:
Johnny Harris is an Emmy-winning independent journalist and contributor to the New York Times. Based in Washington, DC, Harris reports on interesting trends and stories domestically and around the globe, publishing to his audience of over 5 million on Youtube. Harris produced and hosted the twice Emmy-nominated series Borders for Vox Media. His visual style blends motion graphics with cinematic videography to create content that explains complex issues in relatable ways.

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Some Colleges Will Help Repay Your Student Loans After Graduation. Here’s How It Works


Borrowing for a college education often means making a financial decision today based partly on something you can’t yet know: how difficult loan repayment will be.

That’s why a growing number of colleges and universities offer a financial safety net designed to reduce some of that uncertainty.

It’s called a Loan Repayment Assistance Program, or LRAP. If you graduate and make below a certain threshold (often around $55,000 per year) the program can reimburse some or all of your eligible student loan payments.

Students don’t pay for the coverage. Colleges purchase LRAPs and offer them to some or all incoming students.

More than 250 colleges and universities have used LRAPs through a company called Ardeo Education Solutions. This article focuses on these institution-sponsored LRAPs for undergraduates and how they work.

What Is An LRAP?

An LRAP helps repay eligible student loans if your income after graduation is modest, typically less than $55,000 per year.

Coverage includes federal, Parent PLUS, and private student loans borrowed for your bachelor’s degree.

The easiest way to understand an LRAP is to compare it with traditional financial aid.

Scholarships and grants reduce the cost of college upfront. An LRAP reduces the risk of borrowing by providing a safety net after graduation.

If borrowing is part of your plan, then LRAP provides protection against something that’s challenging to predict when you’re choosing a college: how difficult repayment will be.

Where Did the Idea of An LRAP Come From?

LRAPs were inspired by a program pioneered at Yale Law School in 1989. Yale wanted a way to make the school more accessible and to give graduates the freedom to pursue lower-paying careers even if they needed to borrow. The result was the Career Options Assistance Program (COAP), which helped repay graduates’ student loans if their incomes were modest. 

Ardeo founder Peter Samuelson experienced COAP firsthand. COAP gave him the confidence to choose his dream school, Yale, and later empowered him to pursue human rights work despite his student debt. Years later, he founded Ardeo to make that same kind of financial safety net available to undergraduate students at colleges and universities across the country. 

How Does An LRAP Work?

The exact terms can vary by institution, but here’s how the process generally works.

  1. You receive and accept an LRAP Award. If you receive an LRAP Award, you’ll typically need to accept it to be eligible for assistance after graduation. Accepting the award is free and doesn’t commit you to attending the institution.
  2. You graduate and begin working. To qualify for repayment assistance, you must earn your bachelor’s degree from the institution that awarded your LRAP and work at least 30 hours per week.
  3. You make your student loan payments. An LRAP reimburses you rather than paying your loan servicer directly. You make your required payments first, then request assistance.
  4. You submit a request for assistance. After each calendar quarter,* you submit documentation showing your income, employment, and eligible loan payments. If you qualify, you receive reimbursement for some or all of those payments.
    *A quarter consists of three months. There are four quarters in a calendar year. 
  5. Assistance continues as long as you remain eligible. There’s no fixed number of years you can receive assistance. You can continue qualifying until your eligible loans are repaid or you make more than your income limit.

How Much Assistance Could You Receive?

The biggest factor is usually your income after graduation.

Each institution has an Income Limit, often around $55,000 per year. Generally, the less you make after graduation, the more assistance you can receive.

Earn $25,000 or less, for example, and LRAP will reimburse 100% of your eligible student loan payments.

Here’s an example:

Stephanie is a project coordinator earning $38,000 per year. She graduated with $45,000 in student loan debt and has a monthly loan payment of $438.

Based on her income, LRAP reimburses her $744 each quarter (the equivalent of $248 per month). That brings her effective monthly student loan payment from $438 down to $190.

As your income increases, your assistance decreases. Once you earn above your institution’s Income Limit, you’re no longer eligible for assistance.

Coverage applies only to loans borrowed for your bachelor’s degree, up to $20,000 per year. If you continue to graduate school, LRAP assistance can pause while your undergraduate loans are in deferment.

The key takeaway: You don’t need to memorize these rules. Your LRAP Award spells out all the details for your offer.

Why Would You Want An LRAP?

An LRAP may be particularly valuable if you’re worried about taking on student loan debt, unsure how much you’ll earn after graduation, or are considering a career that may not come with a high starting salary.

There are a few ways the protection can matter.

The first: things may not go according to plan. You might change majors, enter a weak job market, or simply earn less than you anticipated.

An LRAP can help with your student loan payments while your income is modest and you get established.

But LRAP isn’t only protection against a career that doesn’t go according to plan.

Sometimes the plan itself comes with a modest starting salary.

Students pursuing careers in education, social work, the arts, humanities, nonprofit work, and other fields may know from the beginning that their earnings could be relatively modest.

That’s one reason Eastern Michigan University, for example, has offered LRAPs to students pursuing select majors such as education and social work. LRAPs can give students more confidence to pursue service-oriented careers. 

Additionally, student debt can affect financial decisions long after graduation. A 2026 Gallup and Lumina Foundation report found that 52% of college graduates who still have student loans say their debt has delayed major life decisions, such as buying a home, having children, or moving out of their parents’ home.

LRAP can also affect how students think about that risk before they ever borrow.

In Encoura’s 2026 Perceptions of College Financing study, researchers surveyed 2,301 high school juniors and seniors and conducted in-depth interviews about college financing. Students described LRAP as a “safety net,” “backup plan,” and source of “peace of mind.” Some said the protection could give them greater freedom when choosing a college or career.

That gets at an important part of LRAP’s value: you don’t necessarily have to receive assistance for the protection to have mattered.

If you graduate and immediately earn above your LRAPs’ income limit, you may never receive repayment help. That’s generally a good outcome. You earned more than the program was designed to protect against, and you paid nothing for the coverage.

The value was knowing, when you made your college decision, that you had protection against an outcome you couldn’t predict.

What Are The Limitations Of An LRAP?

An LRAP provides meaningful financial protection, but it’s important to understand what it doesn’t do.

It doesn’t reduce the price of college upfront. Scholarships and grants lower your costs. An LRAP does not. You’ll still need to determine whether the college is affordable and how much you would need to borrow.

It only covers college costs paid for with student loans. LRAP is a financial safety net for loans certified through your institution’s financial aid office, including federal, Parent PLUS, and private. It does not cover costs paid for through other means, such as out of pocket.

It only helps if you meet the eligibility requirements. Your income, graduation status, and other factors can determine whether you qualify for assistance.

You need to make your loan payments first. Because assistance is paid as reimbursement, you need to keep making required loan payments and then submit documentation to receive assistance.

These limitations aren’t deal breakers, especially since many of them were things you were already planning to do, such as getting a job and repaying your loans. But it is important to understand exactly what your award covers and what you’ll need to do to qualify after graduation.

Have Changes To Federal Student Loans Made LRAPs More Important?

Recent changes to federal student lending have increased attention on how families manage the risk of borrowing for college.

As of July 1, 2026, new federal rules placed new limits on some forms of federal borrowing. Parent PLUS loans, for example, are now subject to annual and aggregate borrowing caps.

Families who need to borrow beyond federal limits may increasingly turn to private student loans.

Private loans don’t offer the same borrower protections available with federal loans, such as federal income-driven repayment plans or federal loan forgiveness programs.

LRAPs work alongside built-in federal protections and are actually more generous. And because LRAPs cover both federal and private student loans, LRAP can provide added peace of mind for families that need to turn to private loans.

Which Colleges Offer LRAPs?

More than 250 colleges and universities have offered LRAPs through Ardeo Education Solutions, including Belmont University, Westmont College, Loyola University New Orleans, Eastern Michigan University, Bradley University, Valparaiso University, the University of Portland, Palm Beach Atlantic University, and Xavier University.

There isn’t a comprehensive public list of colleges currently offering LRAPs. If you don’t see LRAP mentioned on a college’s website, that doesn’t necessarily mean the school doesn’t offer the protection.

Like scholarships or grants, LRAPs may be offered only to certain students based on factors such as major, financial need, or other criteria.

If an LRAP could make a difference in your college decision, ask the admissions or financial aid office directly:

“Do you offer a Loan Repayment Assistance Program?”

How Should An LRAP Factor Into Your College Decision?

Think of an LRAP as one factor in your college decision.

Start with your total cost. Scholarships and grants reduce what you have to pay for college upfront, while an LRAP provides protection after graduation if your income is modest, typically around $55,000.

When comparing colleges, look first at your net price, how much you expect to borrow, and what you and your family can reasonably afford.

Then consider the value of the safety net. If two colleges leave you with similar costs, an LRAP could be a meaningful advantage. It may give you more confidence choosing the school you prefer or pursuing a career you’re excited about without knowing exactly what your income will look like after graduation.

If one college is significantly less expensive, choosing it may be the financially smarter decision.

However, price isn’t the only factor that matters. You should also consider academic programs, graduation outcomes, career opportunities, and whether the school feels like a place where you can succeed and ultimately earn your degree.

Most importantly, you should still borrow responsibly even if you have an LRAP. Consider the cost of attendance, your financial situation, and your expected ability to repay. 

Ultimately, the best value isn’t necessarily the college with the lowest price or the one with an LRAP. It’s the one that offers the right combination of what matters most to you, whether that’s academic reputation, location, cost, or peace of mind when borrowing.

The Bottom Line

If a college you’re considering offers an LRAP, there’s no cost to accept it. Review the terms, accept your award, and factor the safety net into your decision alongside the things that matter most to you. Remember that you should still borrow responsibly, even if you have an LRAP.

More than 45,000 students have been covered by LRAP. It is a powerful financial safety net that helps repay federal, private, and parent PLUS loans if your income after graduation is modest, typically around $55,000 per year. If you work for a college or university and would like to learn more about LRAPs, visit ardeo.org.

The post Some Colleges Will Help Repay Your Student Loans After Graduation. Here’s How It Works appeared first on The College Investor.

Is Your Strategic Plan Too Ambitious? Or Not Ambitious Enough?



<p><span style="font-weight: 400">Eight questions to help you determine whether a strategy is bold enough to create meaningful growth&#8212;and realistic enough to execute.</span></p>

CAVA vs. Chewy: Which Consumer Stock Is a Better Buy in 2026?


Can a bowl of Mediterranean salad outperform a box of pet kibble? Investors weighing CAVA Group (CAVA +3.48%) against Chewy (CHWY -3.04%) must decide between aggressive physical expansion and digital retail dominance.

CAVA brings a fresh Mediterranean concept to the fast-casual dining scene, while Chewy operates as a leading e-commerce hub for pet parents. Both companies represent high-growth opportunities within the consumer discretionary sector, though they follow very different business models to capture market share.

CAVA & CHWY: Performance Comparison

Key Financial Metrics

Cava Group Stock Quote

CAVA Cava Group

$55.88

+3.48% (+$1.88)

Market Cap

$6.5B

52wk Range

$43.41 – $98.79

Gross Margin

18.63%

P/E Ratio

99.79

EPS (TTM)

$0.56

Chewy Stock Quote

CHWY Chewy

$20.44

3.04% ($0.64)

Market Cap

$8.2B

52wk Range

$17.40 – $40.55

Gross Margin

28.86%

P/E Ratio

31.25

EPS (TTM)

$0.65

The case for CAVA

CAVA operates as a growing player among retail stocks, serving Mediterranean-inspired bowls and pitas through a fast-casual restaurant brand. The company manages nearly 440 locations and also sells proprietary dips and dressings within the grocery market. It builds deep customer relationships through a digital ecosystem and a loyalty program featuring tiered status levels that appeal to Millennial and Gen Z diners.

In its latest annual report, filed for FY 2025, revenue reached roughly $1.2 billion, representing a robust 22.4% increase over the $963.7 million reported in the previous year. The company reported a net income of close to $63.7 million for the same period. This indicates a net margin of approximately 5.4%, which measures how much profit is kept from every dollar of sales.

As of its December 2025 balance sheet, CAVA maintains a debt-to-equity ratio of approximately 0.6x, a metric that compares total debt to shareholder equity to show how a company funds its growth. Its current ratio of 2.7x suggests the business can easily cover its short-term bills using assets due within a year. Free cash flow reached nearly $26.1 million, which is the cash remaining after paying for operations and capital expenditures.

The case for Chewy

Chewy provides a one-stop digital shop for pet food, medication, and healthcare services for millions of households across North America. Its primary driver is the Autoship subscription program, which generates reliable recurring revenue and builds long-term customer loyalty by automating repeat orders. Beyond physical products, the company is expanding into services like pet insurance and telehealth through its CarePlus and Connect with a Vet programs.

In its latest annual report, filed for FY 2025, Chewy generated revenue of approximately $12.6 billion, reflecting growth of nearly 6.2% over the previous fiscal year. The company reported a net income of close to $222.8 million for the fiscal year, which was a decrease from the prior year. This resulted in a net margin of roughly 1.8%, representing the percentage of total revenue that remains as profit after all expenses are paid.

Based on the balance sheet dated February 2026, Chewy has a debt-to-equity ratio of approximately 1.1x and a current ratio of nearly 0.9x. This debt-to-equity ratio measures how much leverage the company uses, while the current ratio indicates if assets due within a year cover immediate liabilities. Free cash flow reached nearly $562.4 million, though note that stock-based compensation represented roughly 45% of operating cash flow, which inflates reported cash generation since SBC is a non-cash expense added back in the cash flow statement.

Risk profile comparison

CAVA faces significant competitive pressure in the restaurant industry from fast-food chains, grocery stores, and food delivery services. Operational risks include the challenges of site selection and managing construction costs while rapidly scaling the business. The company also maintains a supply chain dependency on third-party producers for essential ingredients like chicken and olive oil.

Chewy faces intense competition from massive online retailers like Amazon (AMZN +1.94%) and various pet specialty stores. The business must manage complex logistics across its fulfillment center network and remains dependent on third-party suppliers for its private brand products. Cybersecurity risks are also a factor as the company relies heavily on cloud-service providers to maintain its digital infrastructure.

Valuation comparison

Chewy appears significantly cheaper than CAVA based on its Forward P/E, which measures price against future earnings estimates, and its lower P/S ratio.

Metric CAVA Chewy
Forward P/E 85.1x 12.0x
P/S ratio 4.8x 0.6x

Valuation metrics sourced from Financial Modeling Prep (FMP) and may differ from other data providers.

Which stock would I buy in 2026?

I’d go with CAVA. The scale of the opportunity it is chasing and the pace at which it is capturing it put it in a different category from Chewy entirely. CAVA is in the middle of one of the more impressive restaurant growth stories in the market right now, with sales surging well into double digits and traffic climbing. New restaurants are opening at a healthy pace with strong early results, and management raised its full-year outlook after a standout quarter. The brand still has a long runway of states and markets left to enter, which gives it years of predictable expansion ahead.

Chewy, to its credit, is a well-run business with a loyal customer base that keeps spending. Autoship sales account for the vast majority of revenue, and the expansion into pet health adds a new dimension to the story. For investors who want a steady, predictable consumer business, it has its appeal.

But Chewy is growing at a modest pace in a pet market under pressure from cautious consumer spending. CAVA is growing fast in a market that is still wide open. For a long-term investor, a brand still in the early stages of national expansion is a harder opportunity to pass up than a mature e-commerce business delivering modest gains.

How New American Funding’s insurance arm saves DTI-tight loans


Record-high property insurance premiums are pinching debt-to-income ratios and forcing lenders to seek alternative solutions, but, for the first time in years, there is hope for the future.

Processing Content

The average single-family borrower paid almost 80% more for insurance in the second quarter compared to the start of 2020, according to the Intercontinental Exchange’s latest mortgage monitor report. The spike has pushed some borrowers past Fannie Mae and Freddie Mac’s maximum debt-to-income ratio, as lenders look for ways to save the loan.

New American Funding launched its own insurance agency, NAF Insurance Services, as a result of rising insurance costs. In the case that a borrower’s ratio doesn’t fit under the government-sponsored entities’ limit, New American can work with its network of 60 insurance carriers to find a premium that fits a homebuyer’s budget and gets them approved, Phil Miller, senior vice president of strategic partnerships at New American and chief operating officer at NAF Insurance, told National Mortgage News.

NAF Insurance customers save $719 on average, Miller said.

Borrowers paid a record $209 per month for insurance in the second quarter, which accounted for 9.6% of the average monthly mortgage payments. It varies widely by market, with insurance making up 24.3% of mortgage dues in New Orleans and just 4.3% in San Jose, according to the report.

Property insurance costs rose 8.7% annually, but the pace of growth slowed, easing from an 11.4% year-over-year increase in the first quarter and a 15.1% jump at the end of 2024. Coverage limits, which were up 5.5%, accounted for about two-thirds of the past year’s spike, while the cost per $1,000 of coverage accelerated 3%. This was different from 2024, when repricing drove cost growth, the release said.

“Property insurance has been a fast-growing component of the monthly mortgage payment, but this quarter’s data shows the pace of increase is finally slowing,” said Andy Walden, head of mortgage and housing market research at ICE, in the press release Thursday. “The 1.8% quarterly gain we saw in Q2 is the smallest since we began tracking this metric.”

The minimal growth is largely due to carriers reentering the market. The average number of quotes available per person rose 27% from 2025 and 74% since its low point two years ago, giving homeowners more opportunities to compare pricing and coverage, according to Matic’s mid-year trends report.

Cost trends also showed regional volatility. Greenville, South Carolina, at 15.8%, Honolulu, at 14.7%, and Minneapolis, at 13.1%, posted the largest annual increases across the country. Many of the largest jumps occurred in markets recently impacted by natural disasters, such as hurricanes, wildfires and hail. Meanwhile, Miami and New Orleans, the nation’s two most expensive insurance markets, were among the smallest yearly spikes, according to the report.

Switching carriers provided relief for homeowners, reducing insurance payments by an average of 6.6%, the largest savings since ICE began tracking the data in 2013. Switchers saved $440 a year compared to their counterparts, who saw premiums increase 10.4%, while also maintaining favorable terms, with deductibles dropping 1.4% and coverage limits rising 7.3%, the report found.



Citi Offers: bp and/or Amoco Fuel, Spend $40+ & Get $5 Back


Update 9/13/26: Back again, this time spend $40 & get $5 back. 

Update 8/14/26: bp and/or Amoco, spend $35 & get $6 back. Limit 2. Hat tip to reader Rajiv

Update 6/3/26: Offers are back now for both Shell and BP gas to get $5 back after spending $40+. Valid through 6/30/26.

The Offer

Direct link to offer

  • Citi Offers has an offer for $5 back when you spend $35+ on Shell Fuel.

The Fine Print

  • May be redeemed 2x by the offer end date.
  • Valid until 11/30/2022

Our Verdict

Depends on how overpriced Shell is in your area if this is useful or not.

How to Get Your Employees to Actually Adopt AI How You Want


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • If leaders want employees to embrace AI, they need to do more than roll out a platform or issue a mandate. They need to create a safe space where people feel comfortable learning, experimenting and building new habits.
  • By coaching vs. mandating, modeling the behavior you want to see and positioning AI as a growth tool, leaders can ensure AI isn’t replacing anyone, but enhancing their abilities.

Most executives believe they’ve done their part on artificial intelligence. They’ve approved the tools, announced the initiative and moved on. But the adoption numbers tell a different story.

According to Slingshot‘s Digital Work Trends Report, 86% of C-suite executives believe AI usage is required in their company operations. Yet fewer than half (49%) of middle managers are reinforcing that expectation with their teams. This gap between what leaders announce and what employees actually do isn’t a technology problem. It’s a leadership one.

I’ve spent more than 35 years leading Infragistics, and one lesson which has remained true through every major technology shift is that the success of any new initiative depends less on the technology itself and more  on how leaders introduce it. The organizations that see lasting change are the ones whose leaders create an environment where people can adopt new tools with confidence.

AI is no different. If leaders want employees to embrace it, they need to do more than roll out a platform or issue a mandate. They need to create a safe space where people feel comfortable learning, experimenting and building new habits. Here are three ways leaders can do so. 

1. Coaching creates the confidence to experiment

Real AI adoption requires employees to experiment with the tools. But people won’t take those risks unless they feel safe doing so.

That’s where coaching becomes far more effective than command-and-control leadership. Rather than simply telling employees to use AI, coaching-oriented leaders work alongside their teams and ask what’s working, what isn’t and where people are getting stuck. 

Anyone who has spent time with an AI tool knows that getting genuinely useful results takes practice. The first prompt rarely gives you what you need. Over time, though, you learn to ask more specific questions, provide the right context and test different approaches until the output actually fits your workflow. 

That kind of learning is personal and iterative, and it looks different for every role. A marketer figuring out how to use AI to track KPIs is going to take a completely different path than a salesperson using it for outreach. Employees need room to go through that process, and that only happens when leaders create an environment where figuring it out is part of that job and not a sign that someone isn’t ready.

2. Model the behavior you want to see

One of the fastest ways to encourage AI adoption is for leaders to use it themselves. 

Employees pay far more attention to what leaders do than what they say. So, when leaders openly incorporate AI into meetings, planning sessions, decision-making or content creation — and are honest about both the successes and limitations — they normalize learning. And that transparency gives employees permission to experiment without feeling like they need to be experts from day one.

One simple habit leaders can implement is to open team check-ins by sharing how they used AI that week, what they tried, what worked and what didn’t, then inviting employees to do the same. Conversations like those are an opportunity to exchange ideas, uncover successful use cases, encourage collaboration and help employees learn from one another instead of experimenting in isolation.

3. Position AI as growth, not compliance

How leaders talk about AI matters just as much as how they implement it. When AI is framed as another mandatory technology rollout, employees often see it as another box to check or, worse, as a threat to their jobs. 

Slingshot’s Digital Work Trends report found that nearly 1 in 5 Gen Z employees (19%) and 17% of millennials worry AI could eventually replace them. A company mandate does nothing to address that fear. But when leaders position AI as a way to remove repetitive work, improve decision-making and give employees more time for higher-value thinking, that conversation starts to look very different.

Employees don’t want to hear that AI will replace what makes them valuable. They want to understand how it helps them become even better at the work they already do well. That means being clear about where AI adds value and where human judgment remains essential. AI can analyze data, summarize information and automate repetitive processes, but people still provide strategy, creativity, relationship-building and accountability. When those roles are clearly defined, AI becomes less intimidating and much more useful.

Ultimately, the organizations making the most progress with AI are the ones whose leaders make it safe to learn, model the behaviors they expect from others and consistently reinforce that AI is an investment in their people, not a replacement for them.

Key Takeaways

  • If leaders want employees to embrace AI, they need to do more than roll out a platform or issue a mandate. They need to create a safe space where people feel comfortable learning, experimenting and building new habits.
  • By coaching vs. mandating, modeling the behavior you want to see and positioning AI as a growth tool, leaders can ensure AI isn’t replacing anyone, but enhancing their abilities.

Most executives believe they’ve done their part on artificial intelligence. They’ve approved the tools, announced the initiative and moved on. But the adoption numbers tell a different story.

According to Slingshot‘s Digital Work Trends Report, 86% of C-suite executives believe AI usage is required in their company operations. Yet fewer than half (49%) of middle managers are reinforcing that expectation with their teams. This gap between what leaders announce and what employees actually do isn’t a technology problem. It’s a leadership one.

I’ve spent more than 35 years leading Infragistics, and one lesson which has remained true through every major technology shift is that the success of any new initiative depends less on the technology itself and more  on how leaders introduce it. The organizations that see lasting change are the ones whose leaders create an environment where people can adopt new tools with confidence.

Fewer Investors Are Buying Homes as the Housing Market Shifts (Again)


James:
The housing market is sending mixed signals, and today’s headline show why the context behind the numbers matter. Foreclosures are rising, but remain well below historical norms. Buyers are gaining more choices in negotiating power and cash offers are losing some of the advantages they once had. Together, these stories point to a market that is slowly becoming more balanced, but still looking very different depending on where you are and what strategies you are pursuing. I’m James Dainard here with Kathy Fettke and Henry Washington to break down what these shifts mean for investors. This is On the Market. Let’s get into it. All right, Kathy, what do you got for us today?

Kathy:
Well, what I’ve got is what confuses people a lot. It’s a headline. And this is from Adam Data Solutions, and they just kind of gave it the facts, but then news articles all over just took it and ran with it. And that is that foreclosure starts rise 18% in the first half of 2026. So that sounds scary, right? And then it goes on to say a total of 227,000 properties with foreclosure filings. So again, very, very scary. And you might read that headline and think, oh my gosh, the housing market is crashing and all these people can’t pay their mortgage. But you got to read the article, people, just read it. So in it, when you look and see, yes, it has increased. In 2021, foreclosure activity was 65,000. So the next year went way up to 164,000. Why do you think that was, you guys?

Henry:
Yeah, because they were holding off on foreclosing.

Kathy:
Because you couldn’t foreclose, right? But the headlines were like, “Oh, it tripled.” And then the next year, 185. And then anyway, it has climbed up quite a bit. And if you were to just look at what happened over the last five years and say foreclosures have quintupled, it is scary. But what’d you think about 2018? Was there headlines all about foreclosures?

Henry:
Not a single one.

Kathy:
And in 2018, it was 362,000. Again, 227,000 today. And if you want to compare today to 2010 was the peak, 1,654,000. So don’t you go and say 2026 is like 2010, 1,650,000 and today 227,000. Can’t compare.

Henry:
Yeah, it’s not the same. Is there a problem in the housing market? Yeah, there’s a problem. There’s an affordability problem. Absolutely. Are there people who bought a house who then realized that taxes, insurance and your principle and it all go up over time and now they can’t afford their house? Yes, there’s a lot of people in that boat and I don’t want to make light of that. I’m not saying there’s not an affordability problem. I’m just saying that the number of foreclosures is not a telling sign for me that the world is ending.

Kathy:
Yeah. And if you’re a foreclosure buyer, if this is your industry, you haven’t had a great industry. I haven’t had a couple years. It’s been very, very low. So I suppose if you’re into that business, there are tens of thousands more people going into foreclosure. So again, not my business. I don’t know. James, do you buy foreclosures?

Henry:
I do.

James:
We don’t buy a lot of foreclosures. I mean, if they come into us, we will, but we don’t see a ton. If I looked at the last 10 foreclosures that I actually bought, they were actually investors in default with their hard money loans. They were not your traditional sellers. And that’s where I’m seeing most of the distress. The homeowners, the banks are still working with them quite a bit. We don’t even actively market to them. We’re known as a dependable home buyer and brokers with their clients will reach out to us with foreclosure clients. But I will say that where we are seeing a lot more surge in foreclosures up in the Northwest at least is because we’ll have one investor and all of a sudden they’ll have 15 to 20 properties all go into default at the same time with six different hard money lenders.

Henry:
Wow.

James:
And that’s where we’re seeing an uptick. But the problem is most of those properties, they’re in expensive debt. They’re compounding at 12 to 18% in default interest. There’s construction liens on them and there’s a bad construction plan on them. And unless the lender is going to take a note discount, you can’t buy them. And the one thing is, what I do remember is short sales were a pain in the butt back in 2008, nine and 10. You’d basically just throw offers out on 50 properties and maybe four would come back after six months. Hard money shorting is a lot quicker and there’s a deal to be made there. And so I do think we’re going to see some short sales going on in the

Henry:
Hard

James:
Money space and they will work deals with logic and if they can back it up with appraisals and actual facts, they look at it that way and they will slide. It’s a good thing to hit is hard money lenders in your market that have more distress going on, call them, see what they have. What do they want off their plate? There’s deals to be done. That has been where we’ve been buying most of them.

Henry:
I’ve bought a few foreclosures in the past couple of years, literally probably three, and they’ve all been homeowners, but we don’t actively market to them. They just come across my desk either through networking, somebody knows who I am and knows that they need us have a seller in a tough situation. And we’ve built a pretty good reputation. I don’t like to buy foreclosures for the payoff amount. I always like to pay extra so they walk away with something. And that helps people bring those deals to me because it helps their sellers because they can actually walk away with some money. I know a lot of people target foreclosures and just try to buy for the debt that’s owed. I always try to pay more.

Kathy:
Another thing that was interesting about this article, it says the average days to complete a foreclosure. How many days do you think?

James:
I bet you’re probably like 220 days.

Henry:
I was going to say six months.

Kathy:
This says 563 days to complete a foreclosure.

James:
Wild.

Kathy:
And that’s down, you guys. That’s down from
A few years ago. And I had heard that. I know there’s judicial states where the foreclosure has to go through a judge or there weren’t enough judges when there were so many foreclosures. But pre – GFC, before the foreclosure crisis of 2008, it was like what you just said. It was a couple hundred days was the average. So I think I said earlier that banks got, they learned that foreclosures are not in their best interest. They would rather work with this, I mean not always, but do these loan mods or I don’t know. It’s just complete reverse. It’s doubled since pre – GFC.

James:
Yeah, they definitely will work with a homeowner on it and homeowners need to explore every option if they’re in that situation.

Kathy:
Yes.

James:
But one thing as we were listening to this, we were talking about this in our sales meeting two days ago and it was a listed property. It was in foreclosure. And I said, “Hey guys, look, no matter what, if we’re going to write an offer on this, we are going out there, we’re waving inspection and we are giving them something 100% sure that we can close. You got to make sure that you can close the deal.” For all the wholesalers out there, if you’re tying up those properties, don’t tie those foreclosures up. Every day matters. Don’t burn their clock and don’t over promise. Make sure it’s a guaranteed thing for these people because they need to close. And so we literally had a long talk about that in my sales meeting today. Guys, if they want a higher price, give them the guaranteed close price because they need a guaranteed option.
And so just don’t tie people up, don’t waste people’s time. Time is valuable, especially when you’re in default. We’re taking a quick break. When we return, Henry is looking at the current housing market where growing inventory and stubborn mortgage rates are creating a new set of challenges and opportunities.
Welcome back to On the Market. Henry, what do we got?

Henry:
Yes, I brought an article from Redfin. The title of the article is Investor Pullback: Home Purchases Hit a 10-Year Low. Is this the setup smart investors have been waiting for? So this article is from Redfin and it talks about investor home purchases in the first quarter of 2026 fell 6% year over year. Now that’s investor home purchases fell 6% year over year. That’s its lowest level since 2020. And when you strip out all the pandemic numbers that were inflated and aren’t really telling to the true story here, you’d have to go all the way back to 2016 to find when investor purchases were this low. So that’s 10 years ago. It talks about some of the key points that are causing this. First and foremost is the math is hard for people. So at a 6.6% mortgage rate and median home prices up near 430,000, it’s just hard to make the numbers work unless you’re a super professional investor who’s sourcing their own direct to seller leads.
But for the normal everyday investor who’s just wanting to buy something on the market in a secondary town, it’s a whole lot harder to make those numbers work. Next is the new regulatory uncertainty because the Road Housing Act does restrict investors with 350 or more homes, but that regulation it’s alluding to might be scaring some of the smaller investors from getting into the space for fear of regulation that could hit smaller investors. We have been talking about on almost every show now, we’ve said it already on this show, this is the time to be buying, right? Everything in this article tells me that I need to be buying and buying conservatively, not buying anything, but the people that are winning right now are the professional investors, the people who know how to go and source a deal at a discount. And there’s more opportunity to land those deals because there’s less competition in the market.
This is the least amount of competition we’ve seen in the market since 2016, which is wild to think about. So if you can build up a strategy for sourcing deals at a discount, five to 10 years from now, you’re going to look like a frick-frecking genius. Now the catch is you’ve got to be able to maintain through the hard time to get there. So you can’t buy bad deals, you can’t buy thin deals, you’ve got to buy really good deals. But I think this article is good news for investors because this just spells opportunity to me.

James:
There’s so much opportunity and scared money doesn’t make money. So Henry, how has your buy box changed in the last 12 months? I mean, you got to reset your expectations.

Henry:
Yep. The product that I want to buy has essentially remained the same. What I’m willing to pay for it has changed drastically. We are underwriting so conservatively that I lose out on a lot of deals to investors who aren’t conservative. So what’s changed is I have to make more offers to land the same amount of deals I would because the competition that is in the market is willing to pay more than I’m willing to pay because they’re willing to be a little more risky. Also, the product I’m not buying right now, James, that I bought in the past is the flip house that can only be a flip. In other words, there’s no other exit. I’ve done a few flips where they were bigger flips, maybe they’re in a higher end of town, the numbers wouldn’t work for a rental, but it was such good margins on the flip that I did it.
I don’t do that deal anymore. Even if there’s money to be made, I leave that deal on the table because I have to be able to pivot and rent that thing out if it doesn’t sell, period. That’s the one thing that’s changed in my buy box.

James:
That is the safest thing you can do. Multiple exit strategies on any deal, whether it’s you’re buying a rental property and your rent’s drop and you can short-term rent it, midterm rent it with realistic. Is it a realistic product like you’re buying a rental property, how do you get multiple strategies? Buy something with location where there is demand for the midterm and the short term. Don’t go buy the rental that has no upside butt rental. Those are the things that we have to do. People got so used to cheap money and easy exits when in 2010 it was scrappy. It was like, how can we somehow turn a nickel out of this thing? And we had to do what we had to do, right? When you have a less favorable climate, you got to get scrappy.

Kathy:
And if you’re an investor, you need to think like an investor. You need to be the opposite of everything everybody else is doing. You need to look at the headlines and look underneath them, interpret it differently. Most headlines are for non-investors. They’re for everybody else. So don’t be afraid of distress. Distress is your friend. Distress is literally what makes you an investor. So when I hear questions like, oh, is it a bad time to buy? It’s like you’re not ready. If you are asking that question, you need more information. You’ve got to look for the distress and entrepreneurs fix that problem. Whatever that problem is, whatever. Like Henry, you were saying before, if somebody’s in distress losing their home to foreclosure, you’re going to help them. You’re going to find a way to help them get out of that home. For me, I’m looking at distress as a buy and hold investor, and I see builders in a lot of pain.
How can we help them move their inventory? How can we work with them to find out without lowering your prices, can you just pay our investors pay down their rates? So their rate is now three or 4% and their properties are cash flowing. Another pain point is insurance, huge pain point. Well, how can you negotiate? How can you find a better insurance agent? How can you buy property that’s not affected by it? Again, new builds have, I think it’s like 36% lower insurance costs because they’re built to the hurricane standards, fire standards, they’re just built better. So look for the distress and fix the problem. That is how you make money and don’t run away from it. Don’t run away from distress. Run towards it.

Henry:
That is a formula for profitability. And one other thing to think about, this article touches on a little bit, every major buying opportunity in real estate history has been preceded by a period when the institutional and professional investors stepped back. Look at 2009 through 2012, all the institutional professional investors, mom and pop investors, they stepped, they backed off. And then 2009 and 10 and 11, you could scoop up crazy deals if you had the cash to make them hold on through the remainder of the downtime. Because yes, you could buy a property super cheap then. The problem wasn’t buying it cheap. The problem was getting somebody to either rent it out for a price that was going to cover or being able to turn around and sell that thing. So you’ve got to be able to buy when the prices are low, when there’s less competition, but you have to hold through that short window and then you’ll be looking like a genius.
So this is a sign of hopefully some good times to come in the future. We’ll see, but that doesn’t really matter to me. What matters to me is can I buy now at a discount and can I hold it for the next five years and see where things go?

James:
We’ll be right back after the break. We’re asking, is cash still king and why finance buyers may have more power in today’s market? Welcome back to On the Market. We’ll finish off with my article and let’s start talking about why cash offers are losing some of its edge. The article that I brought in is cash is no longer king in home sales. And this is published by CNBC and it talks about that cash transactions are down. It says cash share fell down to 31.4%, but that’s only down 0.9% from last year. Because

Kathy:
You’re not going to read the article if they tell you that. That’s boring.

James:
No, cash is no longer king. Well, it’s slightly down, but – It’s

Henry:
Slightly less king. Cash is prince.

James:
It’s because people are making high interest on some other things. They don’t want to move it around right now, but it does talk about cash buyers are actually dropping out faster in the overall market decline. Total home sales during that same period were down 8.5% year over year, but this year it was 11.2%. And this all goes in relation of there’s just less investor transactions going on. And one thing that I did look into was what defines a cash sale? And a lot of people did consider that cash. I mean when you borrow from us, I mean we don’t have any appraisals, we’re just cash money to the bank, but it does get secured with a deed of trust. But with investor activity going down, for us, we’ve been really trying to take this information and use it as there’s less investor transactions going on, less transactions in general like Henry’s talking about, less cash getting thrown around.
It can make you very competitive in a market to buy some really good deals. And so everything that we’re writing up right now, we are writing up on a 14-day close with earnest money, non-refundable, and then we write it with a hard money loan, but we waive all contingencies in that. And so it’s true cash. There is no conditions to our funding. It’s 100% funding at this point. That has been able to get us some very good buys recently because people want dependability. The deal I just closed on yesterday, I paid 300 grand less for the house that I did around the corner that I have on the market right now. There is some deals out there, but you have to come in with cash or very dependable financing that is just like cash because you want to go supply and demand. Sellers have switched their tune quite a bit.
I mean, calling an off-market seller 24 months ago was like, “How much are you going to pay me?” Now they’re like, “Would you like to buy my house?” And so the message has changed, but then they want to make sure that it’s for real, and that can give you that competitive advantage to get the deal. If they want a quick close, there’s not a whole lot of people buying right now. Transactions are down, cash is down. Use it to your advantage because you either get terms or price if you’re a seller. And if you want that good term with no conditions close quick, then you got to take a haircut on your price. And so I think it’s the time to audit who your lenders are, who are you borrowing money from, how much access to cash do you have, and to make sure it’s dependable because when that home run deal crosses your plate, you don’t want to not be able to close.

Henry:
Yep, you’re right. This is the buyer’s time. And yes, as real estate investors, especially flippers, we think a lot about being on the sale side because that’s when we put the money in our pocket, but we don’t get to that point unless we’re buying. And right now in 41 of 50 states, buyers have the power, so go get you a deal.

Kathy:
Especially in multifamily, that’s why we started our multifamily fund to have cash ready because everyone’s waiting for these deals to come across, and you’ve got a lot of companies with deep pockets and cash and they’re going to make their move quickly as prices come down. We just found, I think I talked about it on a show prior, a building where we can get per door for 30% of what it was trading at before.

Henry:
Now

Kathy:
It needs work. Some of these deals have not been cared for because whether you’re in single family or multifamily, if you are running into trouble, if you don’t have enough cash, you can’t fix it. You get a little desperate and you just get anyone in there to rent. And so a lot of these multifamily do not have the highest level tenant and there’s a ton of deferred maintenance. So you need to know that before going into it. Distress means distress. There’s problems. So just because you get it at a discount doesn’t mean that’s truly the cost per door. You got to put some money into it. But if you can have cash ready, oh boy, oh boy, the deals are out there and they’re coming. It’ll be a good couple of years that these deals will be coming.

James:
I think that’s the biggest thing. When everyone’s saying the same thing, go opposite.

Kathy:
Do the opposite. Yes. Go rush

James:
Into data centers. Go rush into short term. It’s always those rushes and people rush this way. And it’s the same way when buyers rush out of the market, then there’s opportunity there and we’re seeing it. Some of the reasons that the cash has gone down also because some of the foreign money is not coming around anymore too. China is down 11% year over year on funds coming in. This went from the largest dollars and they brought in $7.6 billion in dollar volume. Canada is up though. The return is the top origin for cash buyers in the US.

Henry:
That’s because loans are crazy there, so you just got to pay cash anyway. There’s no 30-year fixed product there.

James:
There isn’t. They’re up 16%. And so this is how you can really get some good opportunities though. When we’re seeing fall, like Henry says, cash is down. As an investor, just take those steps to get prepared and that’s gunpowder, access to capital, and just so you can get in the deal. I know Kathy, you guys have had this fund.

Kathy:
Well, we were early. We were too early. A lot of people thought that these properties would come online last year and it’s taking a while. Sellers are not maybe as desperate as they need to be maybe because of those loan modifications or they’re taking all the cash flow and just hanging on, but it’s starting and we’re getting some stuff finally. I mean, we were underwriting. We were tossing out 95% of what was coming across the desk and the final 5%. We’d go to the sellers and say, and again, this is multifamily, but we’d go to the sellers and say, “This is the number that’s going to work. Your sales prices, it doesn’t matter what you paid. It doesn’t matter that it’s a 50% discount. It’s not. This is actually what it’s worth today.” And they’re having such a hard time seeing that. So you’re not really getting a deal, you’re just getting the property for what it’s worth right now.
So there’s still some adjusting that needs to happen and banks don’t love that either. So they’re extending pretending, but not as much as they were. Yeah, 2027 might be the year.

James:
But you’re ready.

Kathy:
But we’re ready. When it is. We’re ready.

James:
Right.That’s the thing. You don’t want to be going and asking for the money when it’s already going on, because by the time you get the money,

Kathy:
You’re going to get

James:
Too late.

Kathy:
That’s right.

James:
And so just be prepared, right? As investors, if we want to be in this business for the long term, we have to be prepared for every dip and cycle. And so just switch around your financing, talk to people, get access to capital, because when we see these gaps, there’s good opportunities in there. I can’t wait till Kathy comes in. She’s like, “I’m on a buy and spree.” And she’s buying way more

Kathy:
Money. We’re so ready. Me

James:
And Henry are going to have promo. It’s going to be great.

Kathy:
But a lot of people who did what I’m doing and they started these funds way too early, they are now in distress. You got to be careful of that falling knife. I know we’re always talking about getting the deals, but the underwriting still was too aggressive even on those.

James:
Yeah. And just because you have the money doesn’t mean you should spend it either.

Henry:
Yeah. I mean, I think that’s the gist of investing is to read your market, whether that’s stocks, real estate, crypto, whatever it is that you invest in. Read the market, figure out where the opportunities are, position yourself to be ready when the opportunity comes, because we don’t always know when the opportunity comes. It’s about preparation. And then when it does come, the ones who win are the ones who are prepared. These are just investing fundamentals. It doesn’t matter the investment vehicle. We just happen to choose real estate. There’s a lot of shift happening, but all that to me says someone’s going to make money. How do we figure out where that money’s going to be made and does it make sense for us to be in that space? That’s our job.

James:
Yep. Well, we’ll leave you here today. Kathy Henry, it’s always good. Chopping it up on what’s going on with the market and what you’re doing. Follow On the Market wherever you get your podcasts and subscribe to our YouTube channel for more real estate news analysis and investor strategy. I’m James Daynard. Thanks for joining us and we’ll see you next time on On the Market.

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Trump will look into requests to release records that could shed light on alleged Saudi role in 9/11



President Donald Trump said Sunday that he will look into requests from families of Sept. 11 victims to release records that could shed light on Saudi Arabia’s alleged role in the attacks 25 years ago.

Several families have long alleged that a group of extremist religious leaders in Saudi Arabia gained influence in the Saudi government and aided the hijackers. Fifteen of the 19 hijackers were Saudis, but the Saudi government has long denied any involvement in the attacks.

The families have asked Trump to declassify and release the relevant records. Asked about it Sunday during his trip to Ireland, the president said he would consider it.

“I’m going to look at it when I get back,” Trump said just before boarding Air Force One to return to Washington after a weekend in Ireland. “I know they asked me Friday.”

The relatives of 9/11 victims have been engaged in a lengthy legal battle against the Saudis. One of them, Terry Strada, called on Trump during the remembrance in New York City on Friday to “tell the Saudis to stop lying.”

Strada, who lost her husband Tom Strada on 9/11, said U.S. presidents had chosen “to protect the Saudis instead of standing with the 9/11 families.”

Strada, who was one of the 9/11 family members who read aloud the names of victims at this year’s remembrance, added that the current administration should “stand with the families, stand with the survivors.”

“It has been one betrayal after another,” she said. “President Trump can still change that.”

Exclusive: In a new sit-down interview with Fortune, OpenAI CEO Sam Altman explains safety standards are “not at a place” to push AI capabilities much further and warns AI beyond human control is “absolutely” possible. Watch or listen here.