Relay Financial Bonus, Get $500 With New Account
Relay Financial $500 Bonus
Relay Financial is offering a bonus for $500 for new accounts. This is an all-in-one business banking and money management platform designed for small businesses. It’s a fintech company with banking services provided by Thread Bank, Member FDIC. Let’s see how this bonus works, and who is eligible.
How to Earn This Bonus
- Earn $500 when you deposit $20,000 into your Relay account within the first 30 days of account opening and maintain it for 90 days.
- Reward is deposited into your Relay account within 30 days of meeting the requirements.
Are You Eligible?
Here are the eligibility details for this bonus:
- Offer is available nationwide.
- Each Relay user can only claim one bonus.
Account Fees
Guru’s Wrap-Up
This is the best bonus we have seen for Relay Financial. You need to open a new account and deposit $10,000 $20,000 in order to earn $500. You need to make your deposit within 30 days, and need to keep that balance for at least 90 days.
The account opening process is fairly quick. I provided some basic information and had to take a picture of my ID and a selfie. This latest link is through SoFi Gusto.
Relay may be a good option for getting other bank bonuses as well. ACH transfers from Relay do count as direct deposit is some cases.
💡 Link & Full Details
- OFFER PAGE
- Max Bonus: $500
- Account Type: Business Checking
- Availability: Nationwide
- Type of Inquiry: Soft pull
- Direct Deposit Requirement: No
- Other Requirements: $20K deposit
- Credit Card Funding: No
- Monthly Fee: None
- Early Account Closing Fee: None
- Expiration Date: None
Share Bank Bonuses and other deals with us and our readers
The Pipes Burst During the Final Walkthrough. He Bought the House Anyway.
Here’s how an out-of-state investor turned a flooded hoarder house into his next step toward 20 doors, and what his team says separates the investors who make it from the ones who tap out.
Bogdan was doing the final walkthrough on a house in Warren, Michigan, that he had already agreed to buy when his agent spotted water where it had no business being. A pipe had burst. The house had basically flooded. That meant new damage, problems, and a reason for most buyers to walk.
Bogdan asked for another discount.
That move, the one that looks at a flooded house and sees a cheaper flooded house, is most of the story of how a guy losing two to three hours a day to New York traffic ended up running a real estate operation in metro Detroit from a different state entirely.
The Minutes, Not the Money
Before any of this, Bogdan had a setup a lot of readers will recognize:
- A 9-to-5 that came home with him every night
- A commute that ate the daylight on both ends
- The growing sense that the clock was running and he was spending it in the wrong place
“Sitting in NY traffic for two to three hours a day and a stressful 9-to-5 that went home with you—it just felt like time was wasting away,” he says.
Real estate looked like the way out. Not because of the money, exactly. What is the point of any of it if you never get the minutes back?
“I say freedom and not financial freedom, because freedom is not money,” Bogdan says. “It’s the extra minutes you get to spend with your son, your wife, and your family, learning new things and traveling.”
Building the Team Before the Portfolio
Bogdan was not starting from zero. He had owned a small condo in Nashville, so owning property out of state was not a brand-new idea. But when he set his sights on Michigan, he made a decision that mattered more than any single property: He went looking for the team first.
He found BiggerPockets, searched for the top investor-friendly brokers in metro Detroit, and landed on the FIRE Realty Team. Within a few conversations, he was talking to team lead Joe Hammel, who paired him with one of his agents, Richi Brown.
Then came two to three months of the part that most investors skip: education, pricing, neighborhoods, rents, demographics, and which governing agency does what.
Only then did Bogdan buy. And he bought the boring way on purpose.
“I wanted to learn without too much skin in the game, so turnkey was the best,” he says. He put 15% down, picked up a few turnkey rentals, cycled through a couple of property management companies, and got comfortable. Then he ran the math at his own pace and saw the problem.
The Pivot: Turnkey to BRRRR
Turnkey was teaching him the market. It was also going to bankrupt him. “At this pace with turnkeys, I was going to run out of money, and that was never the long-term strategy,” he says.
So he sold his second New York co-op and the Nashville condo and moved into BRRRRs (buy, rehab, rent, refinance, repeat, for anyone new here); the whole point is to recycle the same down payment instead of burning a fresh one on every deal. Bogdan moved slow and steady, vetting every contractor and vendor and learning timelines and seasoning periods. By then, the whole FIRE team knew his buy box, and deals started coming in.
“Rome wasn’t built in a day, and I guarantee no real estate portfolio was built overnight,” Bogdan says. “Having the right team in place is key, and the team I have, I wish for every beginner and seasoned investor to have in their corner.”
Three Houses, Three Completely Different Bets
This year, Bogdan is chasing 20 doors by the end of 2026, hunting in the $40,000 to $130,000 range across Warren and Eastpointe, running two strategies at once. On the low end, he’s looking for something that will involve heavy sweat equity to squeeze out max ARV. On the high end, he seeks something tenant-occupied that has been sitting on the market that he can buy below market and push rents on with light work.
Here is what that looked like in practice. Three houses, all real, all on the table at the same time.
The $40K shell in Warren was a three-bed, one-bath with a basement and no garage, about 950 square feet on a corner lot. On paper, it had meat on the bone. Add a garage, juice the ARV, and you’re done.
Then they showed up to view it. It was a shell, with severe structural issues. The kind of “deal” that is only a deal until you walk inside.
The $72K hoarder house, also in Warren, was a three-bed, one-bath, 870-square-foot house with a basement and a garage. Funky layout, small rooms, packed wall-to-wall with the previous owner’s everything. Not pretty. But the location was strong, and in this market, a basement and a garage are in serious demand.
The $130K keeper in Eastpointe was a three-bed, two-bath house, about 1,000 square feet, with a garage but no basement, already tenant-occupied at close to market rent. It was in a great area, within walking distance to houses Bogdan already owned, with real upside and almost nothing out of pocket to make it work.
Cheap and scary, mid and ugly, pricier and easy—all on one budget.
The One He Picked
Bogdan went with the $72,000 hoarder house in Warren.
It was off-market. The seller needed cash fast, and because Bogdan was willing to close as-is, Richi negotiated a steep discount on the way in.
Then came that final walkthrough: the burst pipes, the flood, and a fresh round of damage nobody had priced in. Bogdan did not flinch. He let Richi take the new problem back to the table and turn it into a second discount.
A worse house on paper turned into a better deal in practice.
What Actually Separates the Winners
Ask Bogdan’s team what makes him different, and the answer has nothing to do with finding deals. Richi says:
“Most investors approach real estate with the wrong expectations and mentality. They think just because you underwrite a deal and make it pencil, it all magically comes together, and you make a ton of money without backend effort
The reality is, identifying the deal is the easy part. Executing the deal is where the money is made. Good execution can turn a base hit into a double or a triple. Poor execution wipes you out of the game completely.
Buying real estate is more like buying a business than investing in a stock. The investors who treat it like the latter fail. The ones who treat it like the former hit financial freedom.”
Bogdan is the proof. He built the foundation first—a good agent and property manager—before he ever touched a heavy rehab. In year one, he hired and fired three to five property managers before he found one that fit and ran through twice as many contractors. He now runs the entire operations side of the business in-house from a different state and has quit his W-2 job to do real estate investing full-time.
The flooded house represented a guy who had already decided that the work after the contract was the actual job.
Final Thoughts
- Build a team before building a portfolio: Bogdan spent two to three months learning the market with his agent before buying anything. The relationship was the first asset on the books.
- Buy boring to learn: A turnkey with 15% down was the low-stakes classroom. He graduated to BRRRRs once he understood the market, not before.
- Underwriting is the easy part: The spread is made in execution, vendor management, and the willingness to renegotiate when a pipe bursts at the worst possible moment.
- Expect to fire people: Losing three to five PMs and a stack of contractors in year one is the cost of building a team that eventually runs without you.
Bogdan found his metro Detroit team through BiggerPockets. Richi Brown and Joe Hammel of the FIRE Realty Team are right here on the platform.
HUD to change chassis requirements on manufactured homes
The U.S. Department of Housing and Urban Development is looking to update the definition of
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Under the proposed rule published in the Federal Register Friday, the new definition of a manufactured home, as mentioned in the Manufactured Home Construction and Safety Standards, also known as the HUD Code, would allow upper floor sections to be transported and constructed without a permanent chassis.
“America needs more housing, and manufactured housing is part of the solution,” HUD Secretary Scott Turner said in a press release. “We are removing unnecessary barriers, encouraging innovation and helping American manufacturers deliver more affordable housing options for American families.”
The expanded definition explains the permanent chassis requirement for a manufactured home could be met by building only the lowest level transportable sections of a manufactured home on a permanent chassis, excluding the upper floors from the requirement. The new definition would support multistory construction of manufactured homes and give manufacturers greater flexibility to design and construct homes to meet growing consumer demand while lowering costs.
“The permanent chassis requirement reflects a legacy conception of manufactured housing that no longer aligns with the realities of today’s market,” Manufactured Housing Institute CEO Leslie Gooch said. “Allowing multilevel manufactured homes to be built with or without a permanent chassis is a critical step toward modernizing HUD Code housing and expanding consumer choice.”
From a construction standpoint, removing the fixed steel frame from the upper floors breaks down major design barriers, leading to more flexibility, reduced costs and material waste and expanded options, Gooch added.
The proposed rule would also make corresponding updates to the definition in the Model Manufactured Home Installation Standards and the Manufactured Home Installation Program regulations, HUD said in the release.
With the housing market facing affordability and supply struggles, HUD has turned its attention to manufactured homes. Turner deemed manufactured housing the
HUD has continued to support the manufactured housing industry through the ROAD to Housing Act. The agency also
More than 20 million Americans reside in manufactured homes, according to the release, and the need for affordable housing is ever-increasing.
“Removing the chassis allows for more design flexibility, such as lower profiles, better integration with site-built neighborhoods and improved energy efficiency,” Gooch said. “This change broadens the appeal of manufactured homes to consumers who might otherwise be priced out of homeownership.”
Here’s What the Estimated 2027 Social Security COLA Could Do to the Maximum Benefit Next Year
Social Security’s richest beneficiaries will get richer next year, with the maximum benefit set to take a substantial leap thanks to the 2027 cost-of-living adjustment (COLA). We won’t know the official COLA until mid-October, but a new projection gives us a rough idea of where checks might end up.
Unfortunately, only a lucky few will receive the largest benefits next year. Here’s how to know if you’ll be one of them, and how much more the max checks could be worth in 2027.
Image source: Getty Images.
What the maximum Social Security benefit could look like in 2027
The maximum Social Security benefit for 2026 is $5,181 per month, or $62,172 per year. That’s already a pretty big chunk of money, but it will get even better once the 2027 COLA takes effect.
The Senior Citizens League (TSCL), a nonpartisan senior group, estimates that the 2027 Social Security COLA will come in at around 3.8%. This is a substantial increase over the 2.8% COLA that beneficiaries saw this year.
A 3.8% COLA would raise the $5,181 max monthly benefit to $5,378 per month, giving the richest beneficiaries $64,536 per year. Some seniors could live comfortably on that amount alone. Unfortunately, only a lucky few will receive checks this big next year.
Why you won’t get the max checks, and what to expect instead
Claiming the maximum Social Security benefit requires you to do three things:
- Work for at least 35 years before retiring.
- Earn the maximum taxable earnings in all 35 of those years.
- Apply for Social Security when you turn 70.
While many people check the first box, almost everyone fails the second. You’d need to earn the equivalent of $184,500 in 2026 dollars in 35 separate years. Most people never earn that much in a single year, so the maximum benefit is off the table. Those who claim Social Security before 70 further reduce their checks.
If you’re trying to get a rough idea of how much you can expect from the program next year, it’s better to look at the average Social Security benefit. This is $2,081 as of April 2026. A 3.8% COLA would bring that to $2,160 per month.
That might be less than what you were hoping for, but know that it’s not set in stone. The COLA could still increase between now and the official announcement in October. Just be aware that higher COLAs occur amid higher inflation, so extra money will likely go toward higher living costs rather than improving your lifestyle.
Take a Break
Executives may believe their constant presence is indispensable, but HBS professor Ashley Whillans makes the case that time away is better for their own health—and the health of their organization.
[Error?] ShopBack: 400% Back On ShipStation
The Offer
Direct link to offer
- Shopback is currently advertising 400% back on the premium shipstation membership.
The Fine Print
- You won’t get Cashback on:
- Existing ShipStation subscriber
- Any Gift Card, Voucher or store credit purchase
- Any Gift Card or Voucher redemption
- Purchases made with Vouchers or Promo codes not featured on our platform
- Fees · Taxes · Service charges · Shipping and delivery
Our Verdict
I assume this is either an error or we are missing something. If it pays out as advertised this would be a $1,200 money maker. Possibly this is supposed to be $400 back not 400%? If it’s $400 back it’s still a slight money maker. Shipstation terms also state:
‘If you terminate your monthly Service plan within the first ninety (90) days from signing up, you will receive a full refund of any monthly Service fees paid (you will not be refunded postage, insurance fees, or other variable or transaction costs incurred prior to termination).’
Chances of this paying out 400% are about 1% or less I’d say. Easy skip for me but I know others have more free time to chase this sort of thing and a much higher risk tolerance.
Hat tip to someguy
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University of Denver Eliminates 5 Departments In Restructuring After $30 Million Shortfall
The University of Denver will consolidate five of its schools into two and eliminate five academic departments, the university announced this week, framing the restructuring as a way to break down silos rather than a cost-cutting exercise.
The changes come months after DU faced a projected budget deficit of up to $30 million. The university’s board approved a balanced fiscal 2027 budget last week, achieved by leaving vacant staff positions unfilled and cutting expenses.
Why It Matters
Consolidation pressure in higher education is no longer limited to small, struggling colleges. DU enrolls nearly 12,000 students, holds an A-level credit rating from Fitch, and ran an overall surplus the past two fiscal years (because it was bailed out by endowment money after operating losses).
Yet it’s still merging schools and shutting down departments to get ahead of enrollment and market shifts.
For current and prospective students, the immediate impact is limited: DU says there is no disruption to degree progress, and students enrolling in fall 2026 can complete their programs as planned.
By The Numbers
- 11,499 students: DU’s fall 2025 headcount, down 18% from 2021.
- $354.7 million: Tuition revenue in fiscal 2025, a 2.1% year-over-year decline.
- $5.8 million: DU’s fiscal 2025 operating loss, an improvement from $7.3 million the year before.
- Up to $30 million: The budget deficit DU projected before balancing its fiscal 2027 budget.
The Details
The restructuring combines five schools and colleges into two new ones:
- The Graduate School of Social Work, the Graduate School of Professional Psychology, and the Morgridge College of Education will merge into a new college focused on education, behavioral, and clinical sciences.
- The Ritchie School of Engineering and Computer Science will combine with the College of Natural Sciences and Mathematics and the Kinesiology and Sport Studies program, creating a unit centered on science, engineering, and health innovation.
DU is also eliminating five departments, though academic programs under them will continue, according to a memo from Provost Elizabeth Loboa to employees. The religious studies and electrical and computer engineering departments are being eliminated this year, while three others (philosophy, socio-legal studies, and gender, women’s, and sexuality studies) voluntarily opted to close, per a university spokesperson.
Separately, DU plans to integrate its theater, music, and dance units and create new units for language and culture programs and communication and media arts.
What They’re Saying
“These strategic changes are intended to address significant market shifts, strengthening demand in a competitive market,” Chancellor Jeremy Haefner and Provost Loboa said in the announcement.
How This Connects
DU isn’t at risk of closing — but its restructuring reflects the same forces driving a wave of college shutdowns. Eight nonprofit colleges have already announced closures in 2026, following 16 in 2025, and a Huron Consulting Group analysis projects 442 private nonprofit colleges are at risk of closing or merging within a decade.
Proactive consolidation like DU’s is what that pressure looks like at financially healthier institutions. Families weighing college choices can review the warning signs that a college is in trouble before committing.
Implementation will roll out over the next academic year, with new college names and structures still to be determined. DU plans to launch internal searches for the two inaugural deans this fall, and Loboa’s memo signaled more consolidation could follow.
Don’t Miss These Other Stories:
What Is the Average Cost of College In 2025? (And How to Reduce Costs!)
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Editor: Colin Graves
The post University of Denver Eliminates 5 Departments In Restructuring After $30 Million Shortfall appeared first on The College Investor.
LO comp, rule revisions and a receptive CFPB: How Johnson can help brokers
“I think this is a serious nominee that the administration expects to actively lead the bureau,” Idziak told Mortgage Professional America. “And I think for industry on the policy front, we could see the pending rulemaking that industry has advocated for enacted. So I think from an industry perspective this could be a big positive because there’s a lot of regulation that really needs to be revised and amended, and we’ll hopefully see that.”
Leading a more active CFPB
Idziak said Johnson’s background and qualifications are strong, and he doesn’t believe that he would be willing to accept the nomination if he wasn’t going to actually run the bureau.
“I think given his biography, I don’t think he would have accepted the position if it were just a figurehead and that the administration would continue to sort of not do anything with the bureau,” Idziak said. “So I think that his nomination signals that you should see some activity from the CFPB, which, given his history, is not necessarily a bad thing for industry.”
Idziak said one of the central frustrations for mortgage brokers and lenders is that the Chopra-era rules have not changed. Enforcement and supervision have pulled back, but the underlying regulations remain in place.
“If you get a Democratic administration in 2029, they may decide to go back during this period, knowing that enforcement had sort of ebbed, and really take a close look at this,” Idziak said. “So for the mortgage lending industry, it’s very important that the rules themselves are amended when this opportunity presents itself.”
