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Guru’s Wrap-up
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Ah, the honeymoon phase. Whether it’s in love or loans, it’s thought to be a period of bliss. Home loan honeymoon interest rates, often called introductory discount offers, can reduce the interest rate a new borrower realises at the start of their loan term.
And we all love a saving, right?
But before you dive headfirst into the world of honeymoon interest rates, let’s unravel the mysteries behind these tempting offers and uncover what they mean for your financial journey.
What is a honeymoon rate or introductory home loan discount?
A honeymoon interest rate or an introductory offer is a discount promised for a set period of time to people looking to purchase a new home or refinance their existing home loan. They’re normally a defined discount on top of a lender’s standard variable rate for a set period of time.
So, a borrower taking advantage of a honeymoon offer could – for instance – pay 1% p.a. less than they would have otherwise for the first year of their mortgage, thanks to an introductory rate.
“An introductory rate would typically be a variable rate,” Icon Money managing director Jasjeet Makkar told YourMortgage.com.au. “It would generally be for the first year or two, and that introductory rate would have certain criteria.”
For example, Mr Makkar notes one big four bank previously offered an introductory rate, but only for borrowers purchasing a new home. Those looking to refinance their home loan couldn’t take advantage of the offer.
The length of time in which a lender offers an introductory rate can also vary greatly. While some might only promise the discount for the first six months, others might leave it running for three years or longer.
How much could a honeymoon interest rate save you?
It’s often easy to forget the impact that a tenth of a percentage point can save a borrower over the life of their mortgage. For that reason, let’s break down the impact that an introductory interest rate discount can have over a 30 year home loan.
What is a typical home loan?
According to data from the Australian Bureau of Statistics (ABS) and the Reserve Bank of Australia (RBA) encompassing September quarter of 2025, the average new owner-occupier home loan is worth close to $700,000 and the typical variable interest rate for new loans is 5.5% p.a.
Such a home loan, assuming a 30-year loan term, would demand around $3,975 in monthly repayments and a total of approximately $730,000 in interest.
What impact would a 1% p.a. introductory discount make?
Now that we know what a ‘normal’ new home loan looks like at the time of writing, let’s factor in the impact of an imagined honeymoon rate.
But what would happen if our very normal borrower were to secure an introductory discount of 1% for the first two years of their loan’s life?
Well, it would bring down their minimum repayments to just over $3,550 a month for the honeymoon period, for starters. It would also see them paying around $17,000 less in interest over the life of their loan.
Loan detail
Standard home loan
With 1% honeymoon discount
Loan amount
$700,000
$700,000
Interest rate (p.a.)
5.5%
First 2 years at 4.5%
Approx monthly repayment (initial period)
$3,975
$3,550
Approx total interest over 30 years
$730,000
$713,000
Approx potential interest savings
–
$17,000
Not to mention, if they took the money they saved on monthly repayments over the first two years and used it to make extra repayments, they could shave years off the life of their home loan.
Which banks and lenders offer honeymoon interest rate discounts?
Honeymoon offers or introductory interest rate discounts typically come in floods and droughts. At any given time, there’s usually either multiple to choose from or next-to-none.
“It’s hard to predict [how many lenders will offer honeymoon discounts],” Mr Makkar said. “We don’t know what the banks feel is the best way to win new customers [at any given time].”
Ultimately, an introductory home loan interest rate offer is a way for a bank or lender to bring in new customers. But it’s one of many ways they can try to entice new business.
When honeymoon offers go out of fashion, banks might turn to cash back deals instead. Or they might simply drop their interest rates to attract new business.
Competitive home loan deals
It’s important to weigh a honeymoon interest rate discount against a potentially higher ongoing rate. To help, we’ve compiled some of the most competitive mortgage rates out there right now:
Lender
Home Loan
Interest Rate
Comparison Rate*
Monthly Repayment
Repayment type
Rate Type
Offset
Redraw
Ongoing Fees
Upfront Fees
Max LVR
Lump Sum Repayment
Extra Repayments
Split Loan Option
Tags
Features
Link
Compare
Promoted Product
Disclosure
6.04% p.a.
6.08% p.a.
$3,011
Principal & Interest
Variable
$0
$530
90%
Available for purchase or refinance, min 10% deposit needed to qualify.
No application, ongoing monthly or annual fees.
Dedicated loan specialist throughout the loan application.
Promoted
Disclosure
5.89% p.a.
5.80% p.a.
$2,962
Principal & Interest
Variable
$0
$0
80%
A low-rate variable home loan from a 100% online lender.
Backed by the Commonwealth Bank.
Disclosure
6.14% p.a.
6.18% p.a.
$3,043
Principal & Interest
Variable
$0
$530
90%
Available for purchase or refinance, min 10% deposit needed to qualify.
No application, ongoing monthly or annual fees.
Quick and easy online application process.
Promoted
Disclosure
Important Information and Comparison Rate Warning
Important Information and Comparison Rate Warning
Pros and cons of introductory home loan discount offers
As with most things in the personal finance space, honeymoon interest rates offer both upsides and downsides, as the table below details.
Pros
Cons
Potential savings on interest payments
Higher interest rates after the honeymoon period
Lower monthly repayments during honeymoon period
Potential for voiding the discount if conditions aren’t met
Opportunity to make extra repayments and reduce loan term
Not available from most lenders
What to consider when contemplating a honeymoon interest rate discount
Having considered the upsides to a honeymoon interest rate – the potential savings, of course – it’s important to also contemplate the downsides.
Lesson #1. Don’t get caught up in the introductory rate – do your research on a product’s revert rate and fees too
“Look at the fees,” Mr Makkar said. “See if there’s any monthly fee or annual fee you’re going to be paying.”
Also, consider the interest rate you might face on the expiry of an introductory discount. That rate – called a revert rate – will be based on the interest rate offered by a lender today and will likely change over the course of an introductory period, but it’s worth considering nonetheless.
“At least you can get a fair comparison,” Mr Makkar said. “Today, if the revert rate is this, what are other banks offering?”
You might find a home loan product offering an introductory discount rate today doesn’t have a competitive ongoing rate for borrowers to roll over to later. Thus, when a honeymoon rate expires, some borrowers could be left feeling like they’ve fallen for a ‘bait-and-switch’ gimmick, even if they haven’t.
Lesson #2. Read the fine print and consider if a product is right for you
The second most important thing to consider is the terms and conditions set by a lender. While many banks and lenders stand by their introductory discounts no matter what, others might set conditions that could see the discount voided. That could result in a borrower losing their discount if they fall behind on their repayments, for instance.
Lesson #3. Be ready to refinance on the expiry of a introductory interest rate
The final factor worth mentioning here relates to lesson #1. That is, a borrower may be wise to be ready to refinance on the expiry of their introductory interest rate discount.
As mentioned above, most of the products offering honeymoon interest rates aren’t among the most competitive on the market when that discount isn’t in play. Refinancing is a relatively simple way to ensure you’re getting a good home loan deal at any given time and could potentially save tens of thousands in interest over the life of a loan.
North Carolina has become the latest state to outlaw diversity, equity and inclusion programs at its public colleges and universities. On June 24, the Republican-led General Assembly overrode Democratic Gov. Josh Stein’s veto of Senate Bill 558 (PDF File), and the law took effect immediately as Session Law 2026-21.
What The Law Does
Public colleges in the state can no longer maintain DEI offices or employ DEI staff, and they are barred from endorsing what the law (PDF File) calls “divisive concepts.” Those include the ideas that a person is inherently privileged or oppressed because of their race or sex, that the United States was created to oppress a particular race or sex, or that “a series of power relationships and struggles” among groups has replaced the rule of law.
Schools also cannot require students to complete a course tied to divisive concepts in order to graduate. The law carves out an exception for requirements a chancellor deems necessary, but those decisions must be reported to the institution’s governing board.
The measure goes further on speech. Colleges are prohibited from investigating or reporting “offensive or unwanted speech that is protected by the First Amendment, including satire or speech labeled as microaggression.” Each institution must certify its compliance every year.
Why It Matters
North Carolina joins a wave of conservative states reshaping public higher education. Since 2023, roughly 17 states have enacted at least 33 laws restricting college DEI efforts, according to the Chronicle of Higher Education. The state’s new law draws heavily on model policy language from the Goldwater Institute, a libertarian think tank, and cites President Donald Trump’s January 2025 executive order targeting DEI across colleges and other institutions.
The bill’s preamble frames DEI programs as forcing students to “judge others based on their race, sex, or other factors,” language that mirrors the national argument conservative lawmakers have used to dismantle these offices.
The Other Side
Stein, who vetoed the bill before the override, has cast diversity as a strength rather than a liability. In his veto message, he said the state should not “whitewash history, police dorm room conversations, or ban books,” and argued students benefit from learning across differing viewpoints. After the override, he accused legislators of “stoking the culture wars that divide us” instead of passing an overdue state budget.
Republicans also overrode Stein’s veto of a companion bill restricting DEI in K-12 schools, signaling the policy push spans the full education system.
How This Connects
The North Carolina law is the state-level echo of a federal campaign The College Investor has tracked closely. Trump’s education executive orders direct the Department of Education to ensure no federal funds support DEI activities and instruct accreditors to drop DEI standards, with institutions risking the loss of federal recognition and Title IV student aid eligibility if they don’t comply.
For the more than 240,000 students in the UNC system and the state’s community colleges, the combined federal and state pressure means the programs, course requirements and campus offices they encounter are changing fast and federal aid increasingly hinges on which side of the DEI line a school lands on.
Google parent Alphabet is officially a member of the Dow Jones Industrial Average. Inclusion of this stock in the oldest U.S. equity index comes at the expense of Verizon Communications and continues the “tech-ification” of the Dow.
An index that was once heavy on old economy stocks now allocates about 21% of its weight to the “growthier” technology and communication services sectors. And because the Dow weights holdings by share price, Alphabet is now the gauge’s sixth-largest component, a prominent perch for a new addition.
Alphabet joins the group of Dow dividend payers, which includes all of the index’s members except Amazon. And to the Google owner’s credit, it has boosted its payout twice since launching it in 2024. However, investors seeking reliable equity income among Dow members should remember a familiar name: Coca-Cola (KO +3.51%).
Alphabet is the new “cool kid” in the Dow, but don’t forget about Coca-Cola. Image source: Getty Images.
Small Dow stock, big dividend dependability
Coca-Cola commands just 0.9% of the Dow’s weight. Only Nike is a smaller member of the index. That fact doesn’t obscure the beverage maker’s status as a blue chip dividend stock.
Shares of Coca-Cola have resided in the Dow since 1987, making the stock one of the longest-running members of the index. Speaking of streaks, the dividend increase it announced in February marked the 64th consecutive year the payout was raised. That’s good for one of the best such streaks among all U.S. companies, Dow members or otherwise.
Importantly, Coke’s dividend yield of 2.52% doesn’t put off yield trap vibes, though it is more than double the yield on the S&P 500 and about 100 basis points above the Dow’s dividend yield. From another angle, this beverage stock threads the needle between dividend yield and payout growth.
Obviously, Coca-Cola’s payout increase streak isn’t up for debate. Likewise, the yield is favorable by comparison, but not so high as to imply the stock is a yield trap that could eventually subject investors to negative dividend action. For some companies, that’s a delicate balancing act, but Coca-Cola achieves it with aplomb.
Today’s Change
(3.51%) $2.85
Current Price
$84.14
Key Data Points
Market Cap
$362B
Day’s Range
$81.39 – $84.14
52wk Range
$65.35 – $84.14
Volume
18.3M
Avg Vol
16.5M
Gross Margin
61.82%
Dividend Yield
2.47%
Worth the price of admission
There’s no denying Coca-Cola is the purveyor of one of the world’s most recognizable brands. However, enthusiasm for new-economy growth, coupled with Coke’s price-to-earnings ratio of 24.7, which implies a “priced for perfection” scenario, may give some market participants pause.
Valuation concerns are valid, but Coca-Cola offers investors utility. The stock can be used to diversify portfolios that are currently leaning too heavily into tech while providing some defense in the event the economy weakens.
Plus, the aforementioned dividend growth is fortified by an impressive cash position. Coca-Cola generated $1.8 billion in free cash flow in the first quarter and has $13.8 billion in cash on hand. That’s a quality balance sheet that can provide some protection in rough market settings while supporting long-term dividend increases.
Todd Shriber has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Alphabet, Amazon, and Nike. The Motley Fool recommends Verizon Communications. The Motley Fool has a disclosure policy.
Update 7/4/26: Deal is back, this time spend $1,250 and get $250 back. Valid until 11/30/26. Valid for properties in Anguilla, French Polynesia, Mexico, and the US. Hat tip to FM
Update 8/11/25: Offer is back, this time it’s $200 with $1,000 spend. Valid through ?? (ht Ok-Anywhere6998)
The Offer
No direct link, targeted offer
Get a one-time $180 statement credit by using your enrolled eligible Card to spend a minimum of $750 USD in one or more purchases on room rate and room charges, when you pay for your stay at participating Waldorf Astoria Hotels & Resorts, Conrad Hotels & Resorts and LXR Hotels & Resorts in the US and select global properties.
Our Verdict
As always with these types of deals it’s good if you have an upcoming stay planned but not really big enough to change booking habits.
View more Amex offers here & if you have any questions about American Express offers then read this post.
Online Business management degree | What is Business Management | ቢዝነስ ማኔጅመንት ምንድን ነው?
Studying a management degree gives graduates a broad knowledge of business, finance, economics and marketing, as well as a range of practical skills and work experience, making them highly sought after by graduate employers and for graduate training schemes.
Online programs allow students to earn their bachelor’s in business management in as few as 18 months through fast-track programs. However, degree-seekers often take around four years to complete an online bachelor’s degree.
Business management definition is managing the coordination and organization of business activities. This typically includes the production of materials, money, and machines, and involves both innovation and marketing.
In a $500 billion industry still dominated by clipboards and subcontractors, the most aggressive AI deployment isn’t happening in software or finance. It’s happening inside a central Pennsylvania company that helps you remodel your bathroom from your couch — and its founder is the first to admit the technology still thinks his EBITDA is measured in millimeters.
He’s still growing at 15% to 20% per year, and your remote remodeling habit has helped him build a quiet billion-dollar business. That, and it got him a seat on the board of his favorite Pennsylvania potato chip.
The engineer who turned bathrooms into an AI lab
B.J. Werzyn graduated from Penn State in 1999 aiming for a career in aerospace engineering, until upper-level calculus convinced him he wasn’t “genetically encoded” for a lifetime of abstract math. Instead, he took that engineering mindset — mapping systems, diagnosing problems, optimizing constraints — into an unglamorous corner of the real economy: home remodeling.
In 2006, after a stint helping his family’s window and door business expand into Florida during the housing boom, Werzyn moved back to Pennsylvania, walked into a Staples, and bought a phone, a desk, and a computer. That was the start of West Shore Home, a company built from day one around a simple promise: tear apart a bathroom, rebuild it in two or three days, and leave the homeowner with “fast, easy, convenient” service instead of the horror stories the industry is known for. Over time, he mapped and systematized every step — measurements, permitting, inventory, scheduling, install — and then began replacing the paper parts with software.
Twenty years later, West Shore Home has more than 3,200 employees, including roughly 1,200 installers and 650 design consultants scattered across dozens of markets. It has completed over 334,000 installs. It generated $933 million in gross revenue in 2025, according to financial records reviewed by Fortune, and is now running at roughly a $1.15 billion gross-revenue pace — close enough for Werzyn to talk about “billion-dollar scale,” but not quite enough for a full booked billion-dollar year. The company has also brought in private equity: Leonard Green & Partners bought a 20% stake in 2020, with Werzyn retaining the remaining 80%.
In other words, this is not a software company with a handful of pilots in the physical world. It is a trades-heavy, PE-backed business that quietly decided to become an AI-native operator.
Hawkeye and Felix: computer vision in every bathroom
The centerpiece of West Shore’s AI stack is Hawkeye, a proprietary application built after Werzyn acquired a software development firm that had been creating custom digital tools for big-box players like Home Depot and Andersen Windows. Using an iPad equipped with LIDAR and computer vision, a design consultant can walk into a bathroom and, in under a minute, produce a complete 3D scan of the space.
That scan isn’t just a picture. Hawkeye converts the room into structured data: precise measurements, obstacles that need to be moved, existing fixtures and mechanicals, and other conditions that could affect installation. Those data feed directly into West Shore’s internal configure-price-quote system, a tool they call Felix. The measurements auto-populate the quote, eliminating the transcription errors and ruler mistakes that have plagued the industry for decades. Hawkeye also flags potential issues for the company’s Project Review team, contributing, according to internal figures, to a measurable increase in first-pass yield — more jobs that go from sale to scheduling without being put on hold for missing information.
By West Shore’s own count, all of its design consultants are trained on Hawkeye, and in 2026 about 70% of in-home sales appointments generated a Hawkeye scan. The figure is even higher for bathroom-specific appointments, where roughly three-quarters of visits involved the technology. Only a tiny fraction of customers — around 1,600 out of 136,000 sales appointments — declined the scan. For everyone else, a bathroom remodel now starts with a computer vision capture and a cascade of AI-assisted decisions in the background.
Supporting that infrastructure is a sizable tech organization for a construction-adjacent business: 115 employees work on West Shore’s proprietary systems, including 23 who focus exclusively on AI. They sit within an operation that otherwise looks very traditional — installers on the payroll, design consultants driving from house to house, call-center staff handling inbound inquiries.
It’s the way AI touches almost every part of the process that makes the company different.
Claude thinks EBITDA is measured in millimeters
Werzyn is unabashedly enthusiastic about what AI has done for his business. The company’s tech team has been “pretty deep” with models like Claude for everything from internal forecasting and five-year growth modeling to building real-time scheduling engines that check inventory at branch warehouses, look up crew availability, and query permitting databases at the moment a customer toggles product options on an iPad.
Yet when he talks about the technology, he doesn’t sound like someone who believes it’s infallible. “Yeah, I mean, you see little hallucinations all the time,” Werzyn said, adding, “I was having a conversation this weekend with Claude, and it was a pretty in-depth conversation around putting out forecasting and modeling for our five-year model and growth rates.” He and Claude were “deep into this conversation,” exchanging relevant feedback and throwing around adjusted EBITDA figures, “and then it says, ‘Oh, and then in fiscal year 2028, you’re going to have 260 millimeters of EBITDA.”
“It clearly knows those are dollars,” Werzyn said, still surprised that the model could understand the context and still revert to the wrong unit.
That anecdote isn’t the only glitch he’s seen. On the customer side, West Shore has developed conversational, agent-based SMS tools to follow up on leads — the kind of text-based outreach that can turn cold inquiries into booked appointments with much higher response rates than phone calls. The system performs well in tests and already generates about 10% of all appointments issued. But Werzyn’s chief AI officer has had to contend with his caution about deploying it more broadly.
His argument is simple: if even 10%–15% of customers interacting with a fully autonomous SMS agent have an experience that feels off — an appointment scheduled incorrectly, a quote that doesn’t line up, a stray hallucination in an otherwise smooth process — that’s too high a rate for a business built on trust, especially in a category where projects cost tens of thousands of dollars. The upside of scaling faster is not worth the reputational risk. So the company has chosen to keep humans in the loop at every stage, moving capabilities “left” in the process only as they prove themselves.
In practice, that means AI is running the numbers, populating forms, surfacing options, and even suggesting installation dates. But a human still visits the home, still checks the scan, still confirms the quote, and still hits “schedule.” AI is everywhere, but it doesn’t get to close the loop alone.
Scaling revenue without doubling headcount
The tension between dependence and distrust is not just philosophical. It shows up in how Werzyn thinks about jobs.
West Shore employs more than 3,200 people, including 1,209 installers, 657 design consultants, and hundreds of corporate and call-center staff. Over the past three years, the company has added roughly 600 net new jobs. Those workers operate in what economists increasingly describe as a K-shaped environment: asset owners have benefited from rising markets and pandemic-era gains, while middle-income households continue to feel squeezed by higher interest rates and elevated prices.
The housing market is still frozen by most metrics. Thirty-year mortgage rates hover well above the levels homeowners locked in during the boom; existing home sales are sluggish; and the usual remodeling cycle tied to moving — new owners buying a house and immediately upgrading bathrooms and kitchens — has stalled. Werzyn sees that dynamic in his own pipeline.
Asset-rich consumers who are staying put are investing in improvements. Middle-income and lower-income households are more cautious. But instead of a collapse, he’s seeing a shift: homeowners who aren’t moving are remodeling anyway, and they’re less likely than in previous cycles to attempt the work themselves. Weekends at the hardware store are giving way to what Werzyn calls “do-it-for-me” services — companies that show up, tear apart the room, rebuild it, and leave the house intact by Monday.
In that environment, he sees AI as a way to scale output without a one-to-one increase in payroll. If the company is running at a little over $1.1 billion in gross revenue now, he believes it can plausibly double to $2 billion with something like 6,000 employees, instead of the 7,000 it would have needed in a less automated operation. The installers, plumbers, and technicians doing the last-mile work are not replaced; the overhead required to support them is streamlined.
“Nobody’s going to replace the last mile of a home remodeling project,” he said. Robots may eventually arrive, but in his view that horizon is far away. For now, AI handles the tasks that are repetitive, data-heavy, and prone to human error — measurements, quoting, scheduling, inventory checks — while humans handle the creative, physical, and relational parts of the job.
For Werzyn, that equilibrium now extends outside the bathroom. In 2024, he joined the board of Utz Brands, giving him a front-row seat to another old-line business wrestling with new technology and shifting consumer habits. It’s a fun perk, he said, noting that with its varied pretzel and chip options, Pennsylvania is “the snack food capital of the world.”
Werzyn added that he’s proud to have been born and raised in Pennsylvania, to have attended Penn State, and to have started his own business, giving back to his community. Sitting on the board for a snack-food company that he grew up eating is a “pretty cool story,” he agreed. He noted that West Shore hasn’t just donated to the renovation of Beaver Stadium and acquired field naming rights, but also that the college has become a major pipeline for computer science and AI talent. “We probably have a Penn State intern in almost every department of the company.”
Key insight: Currency security is banking’s oldest technology problem, and today’s $100 bill still carries features that descend from the anti-counterfeiting Benjamin Franklin engineered into colonial notes by hand.
Supporting data: By the end of the Civil War, nearly one-third of all U.S. currency in circulation was counterfeit, the Secret Service estimates.
Forward look: Because no security feature stays counterfeit-proof, Treasury has made currency redesign a permanently recurring process.
Overview bullets generated by AI with editorial review.
Processing Content
Long before the United States had any banks, Benjamin Franklin engineered anti-counterfeiting features for paper money.
His money network printed notes with leaf patterns pressed from real leaves, colored fibers and flecks of translucent mica worked into the paper, and a dense black ink all its own — features designed to be easy to spot and hard to reproduce.
Counterfeiting these features would not just have required great effort and attention to detail; many of them rested on recipes and methods Franklin’s network kept secret.
Franklin and his network did not share how, for example, they mixed their ink. Franklin sold soot-based ink to other printers and used a special recipe for his own money.
The paper he used had its own secrets. Franklin kept his dealings with the papermaker behind his distinctive “money paper” in a separate ledger that has never been found. Historians infer that it held the confidential recipe for those colored fibers and mica flecks.
A 2023 study finally uncovered this secret by putting more than 600 notes, printed between 1709 and 1790 (bills from Franklin’s network, rival printers and counterfeiters alike), under electron microscopes and spectrometers.
The researchers found Franklin had printed the money with graphite ground from rock, not the soot most printers used. Counterfeiters, copying only what they could see, reached for an ink made from charred bone and failed to match the real thing.
The counterfeit ink carried a tell; charred bone left calcium and phosphorus in the fake notes that Franklin’s graphite lacked. Researchers used this chemical signature to sort his genuine bills from forgeries.
“Franklin was creating a multi-layered security system, much like modern banknotes rely on several complementary security features rather than a single one,” Khachatur Manukyan, a Notre Dame physicist who led the study, told American Banker.
As the United States marks its semiquincentennial, here is a look back at the parallel 250-year history of American financial technology that has yielded money that is harder to fake and bank-built machinery that moves, clears and settles it.
The sweep runs from colonial currency to instant payments, and American Banker has its own place in it. But the story begins in a messy place.
A financial system with no banks
In 1776, the United States had no banks, and hard coinage was scarce. Britain had never supplied enough of it, and it barred the colonies from minting their own.
In lieu of coins, the New World ran on a patchwork of credit and paper.
Colonial governments printed their own bills of credit, but those bills were not quite money in the modern sense. Each was a government IOU with a maturity date, when a colonist could hand it back to pay taxes.
Until redeemed, it changed hands at a discount; it was worth less than the number printed on it.
Exhibit 1A from the 2023 paper on Franklin’s anti-counterfeiting technology: A twenty-shilling Pennsylvania bill printed by Franklin on August 10, 1739.
Manukyan, et. al.
Farley Grubb, a University of Delaware economist and author of “The Continental Dollar,” likens the bills to U.S. savings bonds, which pay full value only at a future date and cash out for less before then. Colonial bills, unlike a savings bond, could be traded.
“Imagine what it would be like if our only paper money today were tradable U.S. savings bonds,” Grubb said to American Banker.
Merchants kept book credit with each other and settled long-distance debts with bills of exchange, which were paper IOUs payable by a merchant house in London.
That book credit formed long chains. A country storekeeper would extend a farmer credit for supplies against the coming harvest, then use the crop he was repaid in to clear his own debt to the merchant who stocked his shelves, according to Grubb.
It was a web of short-term credit running “in a long chain from Europe to American farmers and back again,” Grubb said. “There were no incorporations or IPOs, nor any incorporated banks in America.”
Money you could trust
Colonists’ most trustworthy coin was the Spanish milled dollar, prized for its consistent silver content and distinctive design, according to the Federal Reserve Bank of Philadelphia.
The U.S. had a sophisticated payment network built with little more than pen and paper, according to the Encyclopedia of Economic History. Franklin brought security engineering to the colonial paper money.
He was a working printer first, according to Manukyan, and many of the innovations “likely grew out of practical attempts to improve the quality and durability of printed currency while making it more difficult to counterfeit.”
The result was deliberate all the same. Franklin “systematically exploited materials, printing methods and natural patterns to create currency that was both recognizable and difficult to imitate,” Manukyan said.
A nation awash in paper
To help fund the war against Britain, the Continental Congress chartered the country’s first bank at the end of 1781, creating the Bank of North America, which opened in Philadelphia early the next year.
The Bank of North America, as it appeared at its 307 Chestnut Street address in Philadelphia.
Congress had run its own paper money into the ground. The Continental dollar, printed to fund the Revolution, was over-issued until it collapsed, yielding the phrase “not worth a Continental,” according to the Philly Fed.
The Continental dollar itself was not new technology, according to Grubb. “It was not an innovation,” he said; its design copied the bills of credit colonial legislatures had issued for decades.
What set it apart was who stood behind it. Congress could print the notes but had no power to tax anyone to redeem them, and it leaned on the states to honor pro-rated quotas they had only loosely promised to cover, Grubb said.
The lesson for a modern reader, he said, is that “‘fiscal credibility’ matters, and that not-well-thought-out large financial rule changes can be damaging and disruptive.”
The decades after independence produced what today looks like monetary chaos and a golden age for counterfeiters. Hundreds of private, state-chartered banks each printed their own notes with no single national currency.
By 1860, more than 10,000 distinct notes circulated in the U.S., and forgery flourished alongside them, according to historian Stephen Mihm, author of “A Nation of Counterfeiters.”
By the end of the Civil War, nearly one-third of all currency in circulation was counterfeit, the U.S. Secret Service estimates.
The anti-fraud technology of the age was a newsletter.
Publications called counterfeit detectors and bank-note reporters came out weekly or monthly, listing the known fakes and the discount rate at which each bank’s notes traded. Merchants would check the bulletin before taking a payment.
American Banker traces its own origins to one of these bulletins, Thompson’s Bank Note Reporter, which the New York broker John Thompson launched in 1842, a decade after he opened a Wall Street bank-note brokerage, according to Mihm.
The masthead of the April 14, 1849 edition of Thompson’s Bank Note Reporter. The front page enumerated the “latest counterfeits” and promised discount rate listings on legitimate notes.
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(Two printers, Anthony Stumpf and Charles David Steurer, bought the Thompson’s Bank Note and Commercial Reporter in 1885, dropped its old name and renamed the weekly the American Banker, according to profiles of the pair in the 1896 volume “Men of the Century.”)
Bank Note Reporter “inventoried the nation’s monetary system,” with “every bank in the United States” represented “along with the rate of discount on its notes” and “a compilation of all known counterfeits,” according to Mihm’s A Nation of Counterfeiters.
A surviving issue of Bank Note Reporter from April 14, 1849 reads exactly that way. It carries a “Latest Counterfeits” column and a “Broken Banks” table of failing institutions and the rates at which their paper still sold.
These detectors were also deeply flawed, though. They “proved far more useful to counterfeiters than to their subscribers,” Mihm wrote, because engravers read the published descriptions of each forgery’s flaws and used them to perfect their plates.
The business could also be turned against the banks it covered. A publisher who labeled a sound bank “doubtful” could trigger a run, buy up its notes cheaply and profit, Mihm wrote.
Publishers could also squeeze the banks directly. Some solicited bribes or cheap loans in exchange for a favorable listing, threatening to brand a bank’s notes “doubtful” if it refused to pay, Mihm wrote.
The machines
The monetary chaos ended with a national currency.
The Civil War greenback, the Union’s wartime paper money, and the uniform national currency that followed swept away the world of private bank notes and put the counterfeit-detector business out of work, Mihm wrote.
An 1861 $5 Demand Note, the earliest issue of the U.S. government. The note originated the term “Greenback”.
National Numismatic Collection/National Museum of American History
The government took over the machinery of making money hard to fake.
The Bureau of Engraving and Printing centralized production and became the sole producer of all U.S. currency by 1877. It built anti-counterfeiting engraving into the greenback from the start, according to the bureau’s history.
Enforcement got its own department; the U.S. Secret Service, created in 1865, hunted counterfeiters before it ever guarded a president.
Concurrently, banks rebuilt the machinery for moving, clearing and settling money, each step faster and more automated than the last. A few moments mark the path.
First, banks started meeting on a common floor at the New York Clearing House, organized in 1853, to settle the day’s checks. (Before, banks sent clerks to rival branches to do settlement in a decentralized manner.)
Starting around 1871, when Western Union began wiring money, the telegraph enabled money to move at the speed of electricity. The Federal Reserve has run a wire of its own since 1915, which grew into Fedwire.
In the 1950s, to keep paper checks from burying the back office, Bank of America and the Stanford Research Institute built a machine called ERMA to read magnetic-ink character recognition codes, or MICR codes. Those same codes are still printed along the bottom of every check today.
The pace only picked up from there. Magnetic stripes made payment cards machine-readable; Barclays piloted the automated teller machine in 1967; and electronic payment networks began moving money between banks in batches in the 1970s.
Online banking followed, climbing from servicing under 5% of consumers in 1995 to 53% by 2007, by the Federal Reserve’s measure. Banks started creating mobile apps after the first iPhone came out, also in 2007.
Franklin’s heirs
Today’s U.S. currency carries the same kind of engineered defenses that Franklin’s did: Security threads, color-shifting ink, microprinting and watermarks.
“The underlying principle has changed remarkably little,” Manukyan said of these centuries-long constants. Franklin “recognized that trust could be built into the physical properties of the currency itself, rather than relying only on printed text or artwork.”
Since 1996, the $100 note has carried a watermark of Benjamin Franklin. It’s the faint portrait that surfaces when the bill is held to the light.
Studying Franklin’s technology “made his place on today’s $100 bill feel much more meaningful,” Manukyan said. The man who engineered colonial anti-counterfeiting now helps secure the country’s largest bill.
No security feature is counterfeit-proof over time, Treasury officials told the Government Accountability Office in 1996. As such, currency redesign has become a permanent process rather than a one-time fix.
The tools have changed since Franklin’s print shop. The problem he was solving has not.