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The women running Europe in 2026 


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

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

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

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

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

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


1. Ana Botín 

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

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

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

2. Meg O’Neil 

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

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

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

Courtesy of BP

3. Catherine MacGregor 

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

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

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

4. Estelle Brachlianoff  

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

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

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

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

Courtesy of Veolia

5. Marta Ortega Perez 

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

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

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

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

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

6. Anna Borg 

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

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

7. Leena Nair 

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

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

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

Courtesy of Chanel

8. Bianca Tetteroo  

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

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

9. Karin Rådström 

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

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

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

Courtesy of Daimler Truck Holder

10. Belen Garijo 

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

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

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

11. Margherita Della Valle  

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

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

Courtesy of Vodafone Group

12. Bettina Orlopp 

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

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

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

13. Allison Kirkby 

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

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

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

14. Christel Heydemann  

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

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

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

Courtesy of Orange

15. Dominque Senequier  

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

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

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

16. Sinead Gorman 

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

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

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

17. Anna Manz 

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

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

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

18. Delphine Arnault  

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

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

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

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

Laurent Humbert

19. Rachel Lord 

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

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

20. Melanie Kreis  

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

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

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

Amazon Offering 40% Discount on One Health and Beauty Item


Amazon Discount for Health and Beauty Items

This article contains Amazon affiliate links.

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Divorce and mortgages: What lenders need to know


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

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

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

The refinance vs. assumption trap

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

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

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

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

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

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

The DTI problems nobody warns clients about

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

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

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

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

What the decree must spell out

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

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

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

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

Don’t overlook the tax exposure

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

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

Your role as a neutral educator

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

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

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

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



Meet the Bank CEO Who’s Still Embracing Social Impact



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

The 3 Insurance Mistakes That Cost Landlords the Most (According to a Guy Who’s Seen Thousands of Claims)


A conversation with Darren Nix, founder and CEO of Steadily

Most real estate investors think about insurance exactly twice: when they close on a property and when something breaks. The first time, they shop for the cheapest policy that closes the deal. The second time, they find out what their policy actually covers.

Darren Nix has watched this play out thousands of times. He’s the founder and CEO of Steadily, the landlord insurance platform built specifically for real estate investors, and his company processes claims across every flavor of rental property in the country: long-term, short-term, vacant, mid-renovation, and everything in between.

So I asked him three questions about what landlords get wrong, when they should reshop for insurance, and what’s actually showing up in claims. His answers should be on every investor’s whiteboard.

1. The Cheap Policy That Becomes the Most Expensive Policy You’ve Ever Owned

Q: What’s the most expensive insurance mistake you see new landlords make? The kind of thing that seems fine until there’s a claim and suddenly they’re out tens of thousands?

“Carrying low liability limits like $300K… when somebody gets injured on the property, $300K is barely even enough to cover the attorney fees, let alone a settlement or judgment. Raising liability limits to $500K or $1millon isn’t very expensive, and the extra cost can be offset by a higher deductible. Higher max limits paired with higher deductibles can deliver a lot more coverage for the same price.”

Translation: The cheapest part of your policy to fix is the part most likely to ruin you.

Any of these events triggers a liability claim, and once attorneys are involved, $300K disappears before the case even gets to mediation: 

  • A guest slips on an icy walkway. 
  • A contractor’s crew member doesn’t fully fix a safety device.
  • A tenant’s kid finds the pool.

The investors who get burned are the ones who had insurance and assumed the limits would hold.

The fix Darren describes is the kind of move that costs almost nothing on paper and pays for itself the one time you need it. Trade some protection against the small claim you can probably absorb for protection against the catastrophic claim you can’t. That trade is almost always worth making.

Your move

Pull out your current policy and find the liability limit. If it’s $300K, get quotes for $500K and $1 million. The math will surprise you.

2. The Re-Shop Window Most Landlords Sleep Through

Q: Landlord policy, STR policy, builder’s risk, vacant home: Coverage needs change as a portfolio evolves. What’s the moment most landlords should reshop their insurance, but don’t?

“My rule of thumb is to reshop every three years, by default. I’ll also reshop if something significant has changed about my property, such as it’s going to be vacant for more than a month, converting to a short-term rental, or undergoing renovations. The reason is I want to make sure I’m going to be covered for the full value of the property in the new situation, for whatever might happen.”

This is the answer most landlords don’t want to hear because it sounds like work. But it’s also what quietly separates investors who get paid out from those who get denied.

Insurance is a snapshot policy. The carrier writes it based on the property’s condition on the day you bought the coverage. The minute the property changes (for example, a long-term tenant moves out, you start a renovation, you list it on Airbnb, or you leave it empty between leases for six weeks), the policy you have is now insuring a different building than the one you actually own. 

Some carriers will deny the claim outright. Others will pay out at the lower coverage tier. Either way, you find out at the worst possible moment.

The three-year default is the right cadence even when nothing changes, because the market shifts under you. Premiums move. New carriers enter your market. Your replacement cost goes up. Setting a recurring three-year calendar reminder is the smallest possible action with the biggest possible downside protection.

Your move

If your current policy is more than three years old, reshop it this month. If you’ve made any of the changes Darren listed (vacancy, STR conversion, or renovation), reshop it this week.

3. The 30% Claim Category Nobody Plans For

Q: You’ve seen thousands of claims come through. What’s one type of damage or loss that’s way more common than landlords expect, and one that’s way rarer than the internet would have them believe?

“That’s easy: water damage. Insurance typically covers sudden events like a burst pipe, but not mold removal after months of a seeping toilet ring or a leaking washing machine drain. Water damage is about 30% of most insured losses, and that doesn’t include the ‘uninsured’ losses due to water. The good news is that water damage is easily mitigated by more frequent walkthrough inspections—there are usually signs. 

The type of loss that’s exaggerated is theft. It happens, but not as often as people think.”

Three out of every 10 claims is the number that should make every landlord pay attention.

What Darren is referring to is the gap between sudden and gradual water damage. A pipe bursts at 2 a.m.? That’s a covered claim. A slow leak under a sink that’s been seeping for four months, rotted out the subfloor, and grew mold inside the wall? That’s almost never covered, and the remediation bill routinely runs $10,000 to $40,000.

The thing nobody talks about is how easy this is to prevent. Almost every gradual water leak leaves a trail before it becomes a disaster:

  • A warped baseboard
  • A discolored ceiling tile
  • A slightly soft spot in the floor
  • A faint musty smell

Property managers who do quarterly walkthroughs catch them. Owners who only see the property once a year don’t.

The flip side is theft. Investors imagine they need elaborate security systems and inventoried personal property coverage because they’ve seen scary headlines. Darren’s data says the actual claim rate doesn’t match the anxiety. Don’t ignore theft, but don’t over-insure against it either.

Your move

Add a quarterly inspection to your property management workflow. Check under every sink, around every toilet base, behind the washing machine, and at every ceiling below an upstairs bathroom. The 15 minutes per property is the cheapest insurance you’ll ever buy.

The One-Line Takeaway From All Three Answers

The cheapest insurance fixes are almost always the highest-impact ones: Raise your liability limit. Reshop every three years. Walk your properties.

None of those require more money, but all three require more attention. That’s the spread Darren’s seen across thousands of claims, and it’s what most landlords leave on the table.

Did you know that a BiggerPockets Pro membership comes with over $5,000 in potential annual savings through Pro Perks, including discounts on property management, banking, renovation supplies, and investor loans and insurance. Become a Pro today!

3 Things to Know About Social Security If You’re Retiring in 2027


If you’re planning to retire in 2027, you may be getting increasingly excited about wrapping up your career. At the same time, you may be getting increasingly anxious about the financial side of things.

After all, it’s not easy to go from earning a steady paycheck to having to rely on a combination of savings and Social Security. It’s important to understand the role those benefits might play in your retirement. With that in mind, here are three key things about Social Security that must be on your radar at this stage of the game.

Image source: Getty Images.

1. How much income your benefits will likely replace

Retirees are often told to aim to replace 70% to 80% of their former income to live comfortably. You don’t necessarily need to replace 100% of what you used to earn, since you won’t have to save for retirement while you’re in retirement. But that 70% to 80% range is a pretty good benchmark if you want to mostly uphold the standard of living you’re used to.

Social Security, meanwhile, will replace about 40% of your pre-retirement wages if you earn an average salary. If you’re a higher earner, though, those benefits might replace a smaller percentage of your former wages.

Knowing that could help you determine if you’ve saved enough for retirement, or if you’ll need to boost your IRA or 401(k) before you wrap up your career. It might also help you decide if there are certain expenses you may need to rethink once you’re no longer earning a paycheck — for example, keeping your current home versus downsizing.

2. What happens if you file early versus on time versus late

While your monthly Social Security benefits are calculated based on your personal earnings history, your filing age plays a role in how much money you get each month. If you file at full retirement age, which is 67 if you were born in 1960 or later, you’ll get your Social Security checks based on your wage record without a reduction.

That said, you can claim Social Security at any point once you turn 62. Filing that early compared to waiting for full retirement age will reduce your monthly checks by about 30%. But the option is on the table if you want to exercise it.

In some cases, claiming Social Security early can be smart, such as if you have health issues and don’t expect a long lifespan. In that case, starting those checks early could lead to a larger lifetime Social Security benefit.

There’s also the option to delay Social Security past full retirement age for larger checks. Each year you wait, until you turn 70, boosts those benefits by 8%. Waiting on Social Security could make sense if you aren’t confident you’ve saved enough for retirement, and you have strong health and a family history of longevity.

3. How cost-of-living adjustments hold up

Social Security benefits are eligible for an annual cost-of-living adjustment, or COLA. But those COLAs don’t necessarily do a good job of helping retirees keep up with inflation, due to a flaw in how they’re calculated.

If you want to maintain your buying power in retirement, it’s best to have ample income outside of Social Security. In fact, it’s important to invest in assets that can outpace inflation and/or pay you income steadily.

Before you retire and claim Social Security, assess your portfolio. Make sure a portion of it is invested for growth so you don’t fall behind as costs rise through the years.

If you’re expecting to retire next year, now’s the time to learn more about how Social Security works. Understanding how much income your benefits might replace, when to file, and how COLAs work could help you prepare for the financial side of retirement more thoroughly.

[CA] California Coast Credit Union $150 Checking Bonus, Direct Deposit Required


Offer at a glance

  • Maximum bonus amount: $150
  • Availability: Must live or work in San Diego or Riverside County. Might be available in more areas.
  • Direct deposit required: No
  • Additional requirements: See below
  • Hard/soft pull: Mixed DP
  • ChexSystems: Unknown
  • Credit card funding: Can fund using a credit card (Can fund a total of $5,100. $3,000 for this account and $2,100 into the savings account that is also required).
  • Monthly fees: $3.75, not avoidable
  • Early account termination fee: Unknown
  • Household limit: None listed
  • Expiration date: None listed

The Offer

Direct link to offer

  • California Coast Credit Union is offering a $150 bonus when you open a new Extra Value checking account. Bonus is broken down as follows:
    • Use promo code RESET and earn $100 when you open account and do the following within 60 days
      • with Identity Theft Protection
      • Enroll in eStatements
      • maintain at least $50 in checking account
      • set up at least one of the following: a) direct deposit; b) Online or Mobile Banking; c) Online Bill Pay
    • Use your debit card 10 times each month for the first three months and earn $50
    • Refer a friend or family member and earn $50 for each new member

The Fine Print

  • This promotion is available for a limited time and may be changed or discontinued at any time without notice.
  • Use promo code: “Reset” at account opening.
  • Offers cannot be combined. Cal Coast Credit Union employees are not eligible.
  • New members must be at least 13 years old to qualify.
  • Members ages 13-15 must have a parent or legal guardian as a joint owner on the account. Must meet membership and account eligibility requirements.
  • A one-time $5 membership fee may apply
  • All incentive bonus payments will be paid to the savings account within 120 days after qualifications are met.
  • All incentive bonuses are considered interest, subject to tax, and will be reported on IRS Form 1099-INT.
    To receive the $100 new member incentive bonus: you must within 60 days of opening your membership complete the following: 1) open an Extra Value Checking account; 2) enroll in eStatements; 3) maintain at least $50 in checking account; 4) set up at least one of the following: a) direct deposit; b) Online or Mobile Banking; c) Online Bill Pay.
  • To receive the $50 debit card bonus: Use your Cal Coast Debit Mastercard 10 times per month for the first 3 months (or 30 times within 90 days of account opening).
  • To receive the $50 referral bonus: Eligible members can earn a $50 bonus through the Cal Coast Member Referral program. To qualify for the $50 referral bonus, the referring member must be an existing, active Cal Coast Credit Union member in good standing. The referred member must be a new member to Cal Coast Credit Union, open a separate membership account which includes payment of a one-time $5 membership fee, and meet the membership and account eligibility requirements. Bonus limits: a) $50 max referral bonus per referred member, b) $500 max total referral
  • Additional Member Referral Program Terms: Referring members must be 18 years old to participate in the Coast into Cash referral program.
  • Referred members who are 13 to 15 years old require a parent or guardian to be a joint owner on the account. Referrals are subject to verification.
  • All related individuals may no longer qualify for this promotion and may not receive all or a portion of the bonus if, in Cal Coast Credit Union’s sole discretion, they are linked to an unqualified referral or misuse of the program. Learn more at calcoastcu.org/refer.
  • All bank account bonuses are treated as income/interest and as such you have to pay taxes on them

Avoiding Fees

Monthly Fees

Identity theft protection costs $3.75 per month but is waived for the first two months. I don’t think Extra Value checking has any monthly fees apart from the identity theft protection?

Early Account Termination Fee

I wasn’t able to find a fee schedule so I’m unsure if there is any early account termination fee or not.

Our Verdict

Cal Coast has frequent high yield CDs that you can open. You can find and share referrals links in this linked post, please do not share them in the comments below. Strange to advertise this as a $200 bonus when $50 is from referring somebody and you can refer up to 10 people. We will add this to our list of the best bank account bonuses. 

Hat tip to reader Woody

Useful posts regarding bank bonuses:

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

7 Steps to Small Business Marketing Success


Catch the Full Episode

Overview

Most small business owners are not failing at marketing because they lack effort. They are failing because they lack a foundation. In this solo episode of the Duct Tape Marketing Podcast, John Jantsch breaks down the second step in his seven-part framework for small business marketing success: diagnosing and solving the “random acts of marketing” problem that keeps businesses busy but stuck.

John walks through the three core elements of a Strategy First approach: defining your ideal client, identifying your true differentiator, and crafting a clear core message. He then ties it all together with the Marketing Hourglass, Duct Tape Marketing’s model for the full customer journey. This episode is built for small business owners, consultants, and marketers who feel like they are doing everything but seeing none of it add up.

Whether you are chasing every new tactic, working with vendors who all have different plans, or generating leads that never convert, this episode gives you a practical framework to stop guessing and start building a marketing system that works.

Key Takeaways

  • Random acts of marketing are not a budget or effort problem. They are a foundation problem rooted in the absence of a clear strategy.
  • Strategy must come before tactics. Every tactic should connect back to a central plan the business actually owns.
  • An ideal client profile is not just demographics. It is defined by the specific problem you are uniquely suited to solve, the attitude of the client, and the profitability of the relationship.
  • Niching down is less about picking an industry and more about owning the problem you solve better than anyone else.
  • Differentiators like “quality,” “service,” and “experience” are not differentiators. They are claims anyone can make. Real differentiation lives in the voice of your actual customers.
  • Customer reviews, Reddit threads, and organic feedback are underused goldmines for discovering how customers actually describe the problem you solve.
  • A core message is one sentence: customer language, clear, different, and credible. It is not a tagline and it is not a list of services.
  • The Marketing Hourglass maps seven customer behaviors: know, like, trust, try, buy, repeat, and refer. All seven require intentional activation.
  • Post-purchase experience matters as much as acquisition. Turning customers into advocates is a planned marketing activity, not an accident.
  • The companion workbook for this series is available at dtm.world/sevensteps and is designed to turn this framework into action.

Great Moments

[00:01] Introduction to the seven-step series and what to expect from Episode 2

[02:23] Reframing random acts of marketing as a systems problem, not a character flaw

[03:10] The Strategy First philosophy and why it has anchored 30+ years of work

[04:00] Breaking down the ideal client profile: beyond demographics to the problem you solve

[06:58] How to find your real differentiator in the voice of the customer

[08:00] What a core message actually is (and what it is not)

[09:21] Introducing the Marketing Hourglass and the seven buyer behaviors

[11:00] Your homework: define your ideal client, the problem you solve, and your core message

Memorable Quotes

“Strategy needs to come before tactics. That’s really been the basis of my body of work.”

“We’re doing a lot of things, but it’s not adding up. Every vendor has a different plan; they’re all executing the way they want to execute rather than around a cohesive plan that the business is directing.”

“Quality, service, experience: those aren’t differentiators. Even if it’s not true, it’s pretty easy for somebody to claim.”

“A core message is not about here’s what we do. It says: this is who we serve, this is the problem we solve for them, and this is how we solve it.”

“After they become a customer, what are we going to do to surprise and delight them and turn them into advocates? Those are intentional marketing activities.”