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How We Built a $3.6B Company in an Uncharted Industry


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • Balance experimentation with the reliability of your core offering, and establish a strong patenting system early on.
  • Build for compliance and perform know-your-customer checks from the get-go, and push the whole industry toward self-regulation.
  • Understand that fiscal discipline beats early funding. Being fiscally responsible allows you to raise funds only when you can do so on your own terms.

A few months ago, Oxylabs landed a $130 million investment from Warburg Pincus, pushing our valuation to $3.6 billion — the highest ever recorded in the public web data sector, and our first outside capital in more than a decade of doing business.

Back in 2015, when Oxylabs was launched, few had heard about automated web data access as a separate industry, and even fewer understood the underlying technology. There was no rulebook to follow, no regulatory framework that clearly applied and no seasoned executives to consult on intractable problems. 

Technology develops fast, and today there are plenty of similar avenues for innovation and companies carving out their own niche. So here are simple but hard-won lessons for everyone trying to build a category-defining company in an emerging, stormy industry.

Balance experimentation with the reliability of the core offering

Succeeding in a new industry requires a two-fold approach — frequent, bold experimentation and a dependable core product. To figure out what works, you need to be willing to try many different things, many of which will fail. But you can only afford some turbulence and freedom to experiment if the value of your core offering is unshakeable.

Customers will understand a few misfires, especially if you are building on top of novel solutions. But competitors can pop up just as quickly as client patience runs out when workflows or data pipelines break and cause significant downtime.

Establish a strong patenting system early

Experimenting and innovating is something you must do to claim your place in an emerging industry. Just as important is setting up a patenting system as early as possible. Next to your ingenious engineers, you need capable lawyers who will make their work worth that much more. Proprietary knowledge that no one cares about today will be priceless when everyone else starts to notice the opportunity in your sector. 

Beyond the legal protection, a proactive approach to patents forces your team to articulate exactly what’s proprietary and defensible about their approach in the first place. That clarity, in turn, helps you build a strategy to pre-empt — or at least soften — any disputes that arise later on.

Build for compliance and KYC before anyone’s checking

It might be tempting to treat the absence of clear regulation as an absence of responsibility. Prioritizing growth, revenue and competitive edge makes sense for an emerging company in an unclaimed industry. But if you are in for the long run, act like it from the get-go. Rigorous know-your-customer checks, use-case vetting and data protection should become part of your company’s culture from day one, even when it means turning away opportunities or moving slower than less scrupulous competitors. 

Trust built this way compounds over time. It gives credibility to attract investors and a solid backbone to pass due diligence. Importantly, if you are in an industry no one understands, and many assume it is shady, audits or regulatory inquiries will come without you doing anything wrong. Prejudice is only overcome by proof of responsible conduct. 

Push the whole industry toward self-regulation

A company can only outrun its industry’s reputation for so long. When shady players shape how regulators, the media and the public view a new category, every honest business in that category ends up paying for it. That’s why it often falls to the more responsible players to work together and lead the way. Joining or starting industry associations that set and promote common standards, and that certify companies willing to be held to them, is something companies can do without waiting for outside regulation.

In the web data industry, no such body existed until a group of companies came together to launch the Ethical Web Data Collection Initiative. It’s hard to build trust in your own business if the entire category is seen as untrustworthy, so investing in your industry’s credibility is one of the most impactful things a leader in the field can do.

Fiscal discipline beats early funding

Growing at a pace your infrastructure and compliance standards can support takes real discipline. Enticing offers might come early on. Capital investment early on gives you a head start, resources and time in the sun. But it can also become a burden.

Being fiscally responsible lets you raise funds only when you can do so on your own terms. Similarly, while acquiring a competitor has the appeal of a power move, it doesn’t necessarily make sense in current market conditions. Don’t buy just to demonstrate growth and attract investor attention. Buy to expand your market presence and product offering, and the investors will come to you.

Summing up

Building without a map is hard — failure lurks around any corner, and success is hard to envision, let alone reach. But being among the first also means you have plenty of room where you can build. And you get to help set the terms for how your industry operates and in what light it is judged. That kind of foundational work pays off down the line.

Key Takeaways

  • Balance experimentation with the reliability of your core offering, and establish a strong patenting system early on.
  • Build for compliance and perform know-your-customer checks from the get-go, and push the whole industry toward self-regulation.
  • Understand that fiscal discipline beats early funding. Being fiscally responsible allows you to raise funds only when you can do so on your own terms.

A few months ago, Oxylabs landed a $130 million investment from Warburg Pincus, pushing our valuation to $3.6 billion — the highest ever recorded in the public web data sector, and our first outside capital in more than a decade of doing business.

Back in 2015, when Oxylabs was launched, few had heard about automated web data access as a separate industry, and even fewer understood the underlying technology. There was no rulebook to follow, no regulatory framework that clearly applied and no seasoned executives to consult on intractable problems. 

Technology develops fast, and today there are plenty of similar avenues for innovation and companies carving out their own niche. So here are simple but hard-won lessons for everyone trying to build a category-defining company in an emerging, stormy industry.

With the Market Flashing Warning Signs Not Seen Since the Dot-Com Bust, Is Pfizer’s 6% Yield a Safe Haven or a Trap?


The Shiller CAPE Ratio is at its second-highest reading in 150 years. The last time it was this high was right before the dot-com bubble burst, with the S&P 500 Index (^GSPC -0.17%) crashing nearly 50% over the next two and a half years. That elevated market valuation indicator has me looking for more safe investments.

I came across Pfizer (PFE +0.00%) while screening for quality dividend stocks to buy amid the current market environment. While its high 6% yield initially looked like a trap, the more I dig into Pfizer, the more I see a potential safety net for a looming market storm.

Image source: The Motley Fool.

What is the CAPE ratio?

American economist Robert Shiller invented the CAPE ratio (cyclically adjusted price-to-earnings ratio) to gauge whether the S&P 500 is currently undervalued or overvalued relative to its inflation-adjusted earnings over the last 10 years.

This ratio peaked in December 1999 at 44.2. The S&P 500 would go on to peak shortly thereafter and endure one of the biggest stock market crashes in history.

Its next-highest point before this year came in October 2021, when it hit 38.6. The following year, the S&P 500 tumbled 25% from peak to trough.

Given this historical precedent, I’m looking for safe investments to hold during a potential market downturn.

What makes Pfizer a potential trap?

I’m going to start with the negatives. Pfizer is facing several headwinds, including patent expirations, tariffs, and declining sales of its COVID-19 products. Through the first six months of this year, its revenues have only risen 4% to $29.5 billion, while its adjusted earnings fell 10% to $1.52 per share.

Pfizer Stock Quote

Today’s Change

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Current Price

$28.72

The company isn’t currently covering its dividend with cash flow. Last year, Pfizer generated $11.7 billion in net cash provided by operating activities, while paying $9.8 billion in dividends. However, it also invested $2.6 billion in capex, leaving it with a $700 million shortfall to cover with its balance sheet. Pfizer also spent $6.9 billion on acquisitions, which it funded with its balance sheet. Meanwhile, it has generated only $3.4 billion in cash from operating activities through the first half of this year, not nearly enough to cover the $4.9 billion it paid in dividends. The company’s declining earnings and cash flow shortfalls certainly put the dividend at risk.

What makes Pfizer safe?

Healthcare stocks are typically recession-resilient investments because people can’t defer most healthcare spending. As a result, healthcare companies generally generate more durable cash flows and have strong balance sheets.

Pfizer has a fortress balance sheet. It currently has A/A2 credit ratings with a stable outlook from both rating agencies. The company ended the second quarter with $11.7 billion of cash and short-term investments on its balance sheet against $63.2 billion of debt, a comfortable level for a $163 billion company by market cap.

Meanwhile, the company is taking actions to improve its cash flow and reinvigorate growth. Pfizer currently plans to deliver $9.7 billion in total net savings through 2029 via its cost realignment and manufacturing optimization programs. Additionally, it’s investing heavily in R&D and acquisitions to drive growth. Recently launched or acquired products drove an 18% increase in operational revenue last quarter. These initiatives are part of Pfizer’s strategy to deliver high-single-digit five-year compound annual revenue growth after 2028. This strategy supports its plan to maintain and grow the dividend while deleveraging its balance sheet over time.

Pfizer’s current struggles have weighed on its valuation. It trades at just 9.5 times forward earnings. That’s a bargain compared to the S&P 500, which trades at nearly 20 times forward earnings. Pfizer’s low valuation is why it has such a high dividend yield.

A value in a historically expensive market

Pfizer looks like a value in today’s pricy market. Meanwhile, investors are well paid while they wait for the company to turn around its operations, which is already underway, as recently acquired and launched products are driving growth. While Pfizer’s turnaround makes it riskier than other dividend stocks, its low valuation means it offers more ballast and long-term upside potential than most stocks in today’s seemingly overvalued market.

Basic Investments | You Can’t Save Your Way to Wealth



Saving money is important, but is it enough to build wealth? In this episode of Cele’s Reflections, we sit down with financial expert Susan Wanjiku to break down basic investments simply and practically, from emergency funds to money market funds, SACCOs, shares, and bonds. We unpack where beginners can start without feeling overwhelmed. We also discuss common mistakes people make, why consistency matters more than large amounts, and how to move from just saving to actually growing your money. If you have been wondering how to start investing this year, this conversation will give you clarity and confidence to begin

Get the Budget Tracker at a 20% Discount Here:

YouTube: @thelegacyhubke

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The Path to 8% Mortgage Rates


Dave:
This has been an insane week in the bond market and subsequently in the housing market, we have seen bond yields rise to the highest they’ve been in over 20 years. And if you listen to this show, you know that has direct implications on mortgage rates and on the housing market. And so today I have Kathy and James here. And although we were supposed to do our traditional headline story, we got to talk about what is going on in the bond market, what it means. Should we all be panicking or is this actually an opportunity? I’m Dave Meyer. This is On the Market. Let’s get to it. Welcome to On the Market, everyone. Kathy, how’s it going? Good to see you.

Kathy:
It is going so great. I think I’m over my jet lag and back to normal.

Dave:
Glad to hear it. After a glorious European wedding for your daughter, congrats again. Thank you. James, how are you doing?

James:
I’m not as rested as Kathy. I’ve been kind of in the trenches. It’s been a grind the last couple weeks.

Dave:
Yeah. Well, that’s kind of what I want to talk about today. We were planning to do our normal headline episode, but I just want to talk to you both about what’s going on right now in the housing market and mostly in the large economy. Because I’ll be honest, yesterday I had a couple of moments of just sheer panic. I was just getting a little bit worried about what’s going on and I can share why. But before I get into the data, are you guys worried? What is your overall vibe maybe about housing, maybe about the economy or how are you just feeling these days about business?

James:
I mean, right now, whether you’re doing a BRR or a flip property and you’re in the middle of it, it doesn’t feel very good.

Dave:
So that’s why you’re tired.

James:
Yeah. And that’s because you got to shift things around as things change, but your performance is only as good as what you know when you’re underwriting that deal. When you’re looking at the investment, you’re checking all your different data points, whether it’s for rent or for resale, but when you get a big shakeup on interest rates, it throws the performance out of fit. And so you got to grind through it and get rid of things. And I will say people are losing some money right now, including myself, and you’ve got to have to push through. Now what I am excited for is what I’m seeing on the buy side, but you got to get through this inventory. And if you got a lot going on, which I always do, you just got to grind through it. But it doesn’t feel good. Last Saturday, I had the same.
I was sweating Saturday. I went into full tunnel reshape investment mode.

Dave:
I think sometimes a little freak out is necessary. I woke up today, I was like, okay, I’m fine. It’s okay. But yesterday I saw something that freaked me out. But Kathy, how are you feeling?

Kathy:
Well, there’s so many perspectives. So I’m going to give several. There’s my personal portfolio, there’s my business, there’s our syndication business. So I’ll start with personal and really it’s doing fantastic. So short-term rentals, oh my gosh, we hit new record highs and these are high end. So I’m just mind-blown.

Dave:
That’s where you have to

Kathy:
Be. It’s incredible. That’s been super good for us and carrying us through some of the things that are more difficult. Our long-term rentals, they’re just long-term rentals. They just are rented, nothing’s changed there. Now our business is selling investment properties to investors, so that is shockingly doing great. And I’ll tell you why, concessions. I mean, there’s headline news about seller concessions. They are amazing. Not great for James, not great for our syndication side. If you’re a seller, it is hard. It is so hard to sell. And again, depending on where you are, I’m sitting here in Park City at our development here, and actually Park City’s doing pretty good right now. Prices are going up again, but we’ve got our Oregon one that is just sitting. It’s crickets. There’s nothing happening there.

Dave:
Well, the whole Pacific Northwest is rough right now.

Kathy:
It’s rough. So that’s hard. But then the Florida one, ticking away, just still going.

Dave:
Florida’s coming back.

Kathy:
Florida’s coming back, right?

Dave:
Yeah, it is. Yeah, totally.

Kathy:
I mean, we have a lot of rentals there and we haven’t experienced all the issues people talk about, insurance costs going up, but we don’t buy in flood zones. We buy newer insurance rates are lower. So we’re not even experiencing that. They’re just steady rentals and rent’s going up.

James:
You know what? The key phrase is Florida’s coming back. So whatever market you’re in right now, they’re all kind of doing different things. Yes. They do come back. That’s what everyone has to keep on top of their brains because I mean, Florida I know was rough and so was San Francisco 12 months ago and they all rebound. And so you got to put the strategy around what you think is going to happen over the next six months.

Dave:
Okay. But can I tell you what really freaked me out

James:
Yesterday? Yes, please do.

Dave:
Okay. Two things. There’s actually two different things. So the first thing that freaked me out, you guys know Michael Zuber from One Rental at a Time.

James:
Yeah.

Dave:
He got a popular podcast. He put out something and it’s from Twitter or X or whatever, but there was someone, just an analyst from BlackRock apparently came out and said that within BlackRock, they’re testing their financial models for 9%, not mortgage rates, treasury yields. I was like, “Holy shit, we’re all going to die,” was my reaction

Kathy:
To that. Wait, explain it to me. What are you saying?

Dave:
So they’re basically saying that within BlackRock, huge private equity firm, one of the biggest in the world, they’re basically running models to try and understand what would happen to their position if treasury yields went from five where they are today to nine, which would take mortgage rates to 11 or 12%. So I was like, “Oh my God, it all ends.” The whole world

Kathy:
Ends. But we’ve been there. You weren’t, but I survived the ’80s and there were double digits. When I started investing, it was double digit interest rates. I mean, we didn’t die.

Dave:
But if you look at in the ’80s when mortgage rates were that high, the income to price ratio was like three to one. It’s like five and a half to one now. So the affordability is just going to get completely depleted. So I’m not even worried about the housing market. The whole economy would’ve collapsed if the whole government would collapse if yields went to 9%. We cannot afford that as a country. That’s a very good point. That freaked me out. But it’s like they’re just probably doing worst case scenario stress testing that’s not around the corner. But Kathy, this is the thing I was going to tell you. Logan Modashami, who I really love, and I know you do too, Kathy, I’m not sure James, if you know him as much, he’s a housing wire analyst and he’s pretty much always right about everything.

James:
He’s

Dave:
Very good at this stuff and understands the bond market a lot. And he came out with something that said the case for 8% rates. And he was basically saying mortgage rates are going to 8%.

Kathy:
Oh boy. I did see that. I did not read it.

Dave:
Yeah. It just blocks the back of my mind. Yeah, I understand that sentiment right now. But yeah, that could definitely. I mean, they’re at 7.4 right now, so it’s not that crazy a stretch, but I just think that’s worrisome.

Kathy:
We are in an inflationary environment. It’s a different game.

Dave:
It’s scary. I put out a reel yesterday about what I think is going to happen. Basically, mechanically in the housing market, when rates are going to go up, what I think is going to happen is demand is going to drop. We all know that. That’s a pretty measurable thing. We saw mortgage purchase applications. I think they dropped 20% in one week. We’re also going to see new listings go down, in my opinion. So fewer people are going to choose to sell their home because this is what everyone in the doomers get wrong is that it also impacts supply and supply will come down as well. But I do think inventory is going to go up because the stuff that does go on market is going to sit on the market and that’s going to put downward pressure on pricing. And so even if it goes to 8%, maybe instead of one to 2% declines next year, it goes to three to 4%.
But I still don’t see the ingredients for a crash because as of the last months of data, there’s still very little distress. Maybe James, your friends, maybe flippers are in distress, but the average American homeowner still paying their mortgage on time, delinquencies were actually going down. You might see some data about foreclosures going up, which is true, but you have to think of foreclosures as kind of this long cycle. And after COVID, a lot of people entered the foreclosure process and they’re finally actually getting to that end where they’re getting foreclosed on. But if you look at the beginning of that process, people going into delinquencies and early stage foreclosure, it’s going down, which is wild. It’s

Kathy:
Incredible.

Dave:
I guess I feel like 8% mortgage rates are different this time than it was two years ago when they’re 8%. Do you guys feel that way?

James:
At least in the local market where we are, there’s been a lot more economic changes and layoffs. It’s like a combination of the two. Some markets are still doing pretty healthy right now. But I do feel like it’s different. The sediment’s changing because people just, it’s like they’ve been waiting. You know when you’re waiting for something bad to happen and then it’s like, “Oh, it’s coming,” and then it doesn’t come. So every time it comes back, your fear gets bigger. And so we’ve now gone through this a couple different times with the. I mean, when the interest rate shot up, we all had that fear and nothing happened. I mean, that, in my opinion, should have broke the market a lot worse than what’s going on now. Two, three years ago. I mean, that was a huge increase in cost of capital. And we saw a moment of time dip, but then it rebounded right up and people were still buying.
And that’s what I try to keep in the back of my mind is the market was rebounding when the rates were in the sevens.

Dave:
That’s right.

James:
We saw a big, big dip. And so it’s very, very irrational. And that’s where as an investor, you can’t let fear make your decisions and you got to go, okay, what can I do? If I’m in a deal now, how do I mitigate this loss and how can I try to make this better? I mean, I know this is what I spent all day last Saturday doing, going to every deal, looking at my comps again, going, this is my exit. Where’s the velocity behind that exit? And if there’s no velocity, I’m switching the plan. Dave, that house, remember that gem of a house that me and you walked through in Columbia City?

Dave:
Yeah. The one that had all that different options. You could have developed it, you could have flipped it, you could have turned it into a duplex and rebuilt it.

James:
Yeah. My original strategy was to actually sell novelty and sell this big yard, but that’s at the top of the price point now. I’m like, no, that’s not what I’m swinging for anymore. And so I just literally pulled the trigger on this this week to where now we are doing a dadu in the back because now I can drop the price on the front house from a one four value down to 1,050, because that’s where the velocity is. And so you want to go, where are people buying? Because people are still buying, they just got to be able to afford it. And so you got to put the plan together that is affordable.

Dave:
Yeah. All right everyone, we got to take a quick break, but me, Kathy, and James will be right back. Stick with us. Welcome back to On the Market. I’m here with Kathy and James. We’re talking about what’s going on in the bond yield, whether or not you should be worried and what you should do with your portfolio. Maybe it’s just me, but I feel like there’s just a psychological difference now. I think a lot of people, in my mind, wrongfully, I don’t like this, but a lot of people were just banking on refis. They were buying in 2023 and 2024, assuming maybe on bad advice or maybe it was their own decision that you’re going to be able to refinance and you should just date the rate, marry the house kind of thing. There was a survey of people who bought in the last two years, so just the last two years, and apparently 50% of them say they cannot afford their mortgage without a refi.
So that’s scary in itself. But I think for the other people who have been sort of tire kicking now, there’s no longer a narrative that’s like, oh, you could just refi, which is good. I think they should only buy when they can afford it, but now people maybe aren’t stretching as much. So I think demand is just going to be harder to come back without a real sustained path forward down for rates. And the only two things that can happen are the war in Iran ends and the Strait of Hormuz opens and oil prices drop 30%. Or there’s a serious recession, which has its own problems. And I am not a geopolitical expert, but I’ve been reading a lot about this stuff and the war in Iran’s not going to end. There’s no good

Kathy:
Outlet at this

Dave:
Point.

Kathy:
It doesn’t seem to be.

Dave:
What do you do? Right now we’re just in a stalemate and oil prices are up. No one’s even talking about the fact that Russia and Ukraine are just blowing up each other’s diesel depots and now diesel in Seattle is almost $8 from now. I’m laughing, but it’s not funny. It’s insane. It’s crazy. Anyway, I feel like people are recognizing that there’s no quick fix, and so you have to be careful. Everyone, us too, you just kind of have to assume this is going to get worse. Not that it’s a disaster, but I don’t think we’re about to take some upswing. I feel like it’s going to get a little worse before it gets better. And I don’t see the pain yet with the sellers, which is going to come.

James:
It’s going to be a cold winter.This is going to be a dead, dead winner on velocity sales. Now I do have a little bit of hope for the spring coming in because the spring always helps you get a little bit of a jolt in there, even in a bad market. But it’s a cold winter for sellers, but a great winner for buyers. And I can say I probably have more capital out than I’ve had out in 24, 36 months. It’s coming back and we’re just going to do whatever we can to get that money back because I do think the opportunities coming this winter, it’s going to be buy mode. You can’t think about the deal you have. Investing is the long term. What can you do? How can you change your portfolio? What deals can you get into? Because I am ramped up looking to buy.
Even though I don’t feel good about it right now, I’m buying. I can tell you because when people are freaked and spooked and you’re going in those dark winter months, that is where you can really get into some good buys.

Dave:
For sure.

James:
No one else wants to buy this winter?

Dave:
I would buy long-term holds for sure. Flips, I don’t know. I would be a little worried about flipping.

James:
Buy and hold deals, they’re coming together too. I mean, we’re closing on a property and it’s just appraised for $2 million higher than our purchase price. I have not had that happen in a long, long time on a bigger multi-deal.

Dave:
Is that a syndication one?

James:
Yeah. It’s like we bought it right. And that’s the thing, you just have to buy right and don’t have FOMO just because you want to go buy, just take your time. I was talking to somebody on Tuesday at this walkthrough thing and he’s like, “Yeah, I’m getting in.” And he was a full-time pharmacist and he had 120 grand. I’m like, “Hey, there is no rush to get into this market.” I agree. The most important thing is just take your time, build your teams, get the resources behind you, then go find the deal. Where people make a mistake is they find the deal and then they backfill the rest. But you need to set the foundation, which is who’s going to finance you? How are you going to stabilize that property? Are you going to rent it out? Are you going to use a property manager?
Are you going to sell the property? Who’s going to sell it for you? Get that set up because when you have a better foundation, you can make it through turmoil and a market. If you’re just kind of guessing and firing and shooting, that’s how you can really get clipped.

Kathy:
As far as buying this fall or if interest rates continue to rise, it’s kind of more of the same, a lot more of the same where affordability gets worse. People still need a place to live. Sellers will have to do more concessions if they want to sell to make up for that difference to get back to that affordability level. So I think it’s going to be an incredible time to buy. Again, if you’re flipping, that’s different because you’re both a buyer and a seller. If you are buy and hold, you just get to be a buyer in what is definitely going to be more of a buyer’s market.

James:
Again,

Kathy:
More concessions. And you see these reports of, what is it, $18 trillion in home equity or something like that. So there’s a lot of home equity out there. There’s room for sellers to lower prices. They don’t want to, but they might have to.

Dave:
That’s a really good point. Yes.

Kathy:
There’s room for it. It’s not like everybody’s underwater. We’re not negotiating with a bank in a short sale type thing. You’re negotiating potentially with a seller who needs to sell.

Dave:
It’s psychology. Yeah. They anchor in their head to some price, but it’s still all gravy for them.That’s what eventually they’ll have to realize.

Kathy:
And that’s what people have to understand when rates go up, prices have to go down unless the economy’s booming. If wages are going up at the same pace that rates are going up, then it’s okay. But if that’s not the case, then there has to be some kind of balance there. It’s the same if rates are low, the prices tend to go up because that cost of financing is lower. When the cost of financing is higher, either prices stabilize or come down. So I couldn’t agree more, James. It will be an amazing time to be a buyer. It’s going to be really tough for renters and people trying to buy their first home.

Dave:
Yeah. I think a lot of boomers are about to find out that their homes are not worth what they think is what’s going to happen.

Kathy:
And that’s okay because they have so much equity.

Dave:
Yeah, exactly. I listed a house for sale, a rental that I’ve been wanting to get rid of for a while and I just eventually got around to it. And it’s not selling for the price I want, but I’m looking at when I bought it 12 years ago, I’m like, it’s still a home run. If you just lower the price by 20 grand, it’s okay. It’s hard because you want the 20 grand of course, but no one times the market perfectly. You never always sell at the top. I think James, your point, it’s like this is just the cost of doing business

James:
Is there is

Dave:
Some volatility in the market and it’s so important, as James said, to not count that as your money until it’s in your pocket and then it’s probably going to go out and go into another investment. So it’s just like you can’t get anchored to what you think it’s worth because the market is constantly shifting right now. All right, we got to take a quick break, but we’ll be back with more right after this. Welcome back to On the Market. Let’s get back to it. So before we get out of here, can I ask you guys a personal question before I soft pitch this to Jane?

Kathy:
Sure.

Dave:
So I live in a house that I bought in Seattle. I’ll just give you the numbers. James knows because he was my realtor for this. I bought it for $1.365 million. The intention of maybe doing a live in flip, maybe living in it forever, and I’ve gotten it all modeled out. It’s going to be quite expensive to renovate this home. And I’ve been reading a lot of Morgan Hausel. I don’t know if you guys know Morgan Housel, but I’ve just been thinking about how do I lower my cost of living just from a values perspective. I just want to live a cheaper life. Should I do the opposite of what I tell everyone to do and try and time the market and sell the house now because I’m worried about the Seattle market, maybe rent for a little while and then buy in a year or two when I think the market will bottom out?
Is that a terrible idea?

Kathy:
Would you sell it for profit?

Dave:
Probably not.

Kathy:
Probably not. Okay. If you rented that house out, would it cover costs?

Dave:
No, because it needs the renovation still. It’s not in bad shape, but it couldn’t command high rent.

James:
I don’t think that’s a bad idea.

Dave:
Oh, okay.

James:
I think you bought your house fine and it’s in a really good spot and it’s a cool architecture. And what me and you just realized on our flip is when you have the right house, the right style and the right neighborhood, even in a slow market, it sells quick. And so I think you get the right product, but the cost of rent is a lot cheaper than owning in Seattle. It’s so

Dave:
Much cheaper. My mortgage is like, it’s a lot. It’s like 7,600 bucks a month. And I can rent in the same neighborhood, almost the exact same house. It doesn’t have the view, but it’s nice. I think it’s like 4,500,
Which is not all that different when you think about it, because after the mortgage tax deductions and the principal pay down, it’s not really $3,000 savings. It’s less than that. But there’s something about the flexibility of it I like, because I do feel like to buy again, I don’t know if I want to deal with moving out of my house, staging it to sell it, trying to probably renovate a new home, move into that. And I’m like, maybe I just do it in pieces. And Kathy, I got to be honest, one of the things I’ve been thinking about is how do I house hack again? Can I buy a big lot and build a ADU? It’s pretty fantastic. It’s great, right?

Kathy:
It’s crazy. I do it. It’s crazy. I literally live for free.

James:
But remember, Kathy’s also a Malibu, so the rent on hers is going to be a lot bigger than your ADU on your property. But

Kathy:
It’s phenomenal that I can make that kind of money on a primary.

James:
Oh, I’m so jealous.

Dave:
I don’t need to make that much money. A part of it is also Jane and my parents live across the country, and if we short-term rentaled it, then they could come and stay and have their space and then we can rent it out some of the other times. And there’s something just like, I’m like, I want to live in a cheaper house for some reason. It’s not like I can’t pay my mortgage. I’m just like, I don’t want to keep escalating and I want to take a step back mentally. And I feel like that would be just helpful for the rest of my life.

Kathy:
That’s the most important thing, is your family and where you are in life. And perhaps Jane wants to stay home with the kids and if moving and downsizing would allow that, that is more important than any kind of money you would make.

Dave:
Totally.

Kathy:
You can always make money later. Oh yeah.You’ll still make money as you’re doing that, but simplifying life, love that if it’s going to give you peace of mind and a better family life.

James:
I know how you could house hack, Dave.

Dave:
How? Tell me.

James:
There’s so many developers getting smoked in Seattle right now. It’s gnarly. I feel bad for the builders in Seattle really, and we’re one of them. We sell your house and we go find a half built duplex or two side-by-side townhomes, the cottage ones, and the builder will

Dave:
Hail

James:
Out. It’s framed. We finish it and you pick it up on rip.

Dave:
I want a single family though. I don’t want a townhouse. I want to downsize my lifestyle, but I’m a little bougie still. I want a house in the front and the ADU in the back. Can we find that?

Kathy:
Or us, our ADU’s in the front at the front of the driveway, so the back is still our private yard.

Dave:
Private. Yeah. Perfect.

James:
I mean, Dave, but just so you know, on your house, your pocket’s doing fine. It’s not doing what a lot of other Seattle’s doing. You have zero inventory.

Dave:
That’s the part that I didn’t explain is that my little pocket of Seattle is still doing great. I don’t think prices have dropped here at all. The rest of the city is doing pretty poorly because it’s a really nice area. The schools are good here. So it’s just like, I’m like, maybe get out while I can. If

James:
You’re thinking about it, I think you test it because you don’t want to think six months later, I didn’t do that. And if you really want to make that move, then make the move. But there’s even one that’s pending at 2.1 million in your zone. Cool house. Really? Things are moving in your pocket. You’re not going to lose money on it for what I’m seeing. So about what you’re presenting and value-wise. So if you’re going to move into our rental anyways and you make the decision, then just move in and I think this will move.

Dave:
Yeah. All right. Well, that was in my panic yesterday about anything. I was like, “I got to sell this house.” Now I’m like, “I’m totally fine,” but I think I freak out everyone. When you just spend too much time looking at economics like I do, you can focus on the wrong thing sometimes.

Kathy:
Oh, absolutely. Sometimes you

Dave:
Got to take a

Kathy:
Deep breath. I’m in Malibu where the freeway’s about to fall into the ocean. You got to go, “Maybe I should sell now before that happens.”

Dave:
Yeah. But anyway, we’ll all be fine. It’s going to be okay. Well, this is fun. I enjoyed this episode. I really like just chatting with you guys about what you’re thinking, but I’m glad to hear in the light of day, long-term optimistic, short-term, a little nervous, but the wheels are not completely falling off, but expect a little turbulence for the foreseeable future. I think that’s kind of the vibe.

Kathy:
Yeah.

Dave:
All right. Well, James, Kathy, thanks for being here.

Kathy:
Thanks, I think.

Dave:
Did I scare you? You’re like, “I’m never coming back.” All right. Well, thanks so much for watching everyone. Let us know what you’re doing. We’d love to hear what you’re thinking, how you’re managing your portfolio over the next couple of months or years as the market is confusing and it can be a little daunting, but also filled with opportunity. Tell us what your next move is in the comments below. Thank you all so much for watching. We’ll see you next time.

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World of Hyatt Q4 Promo: Earn 3,000 Bonus Points Every 3 Nights


World of Hyatt Q4 Promo

World of Hyatt has launched a new global promotion offering 3,000 bonus points for every three eligible nights completed during the promotional period.

Members need to register first, then complete qualifying stays between September 29 and December 15, 2026. The offer is valid across participating World of Hyatt properties worldwide, including eligible Hyatt hotels and resorts, Mr & Mrs Smith hotels, The Venetian Resort, and Homes & Hideaways by World of Hyatt.

Members can earn up to 36,000 bonus points, which means the promotion rewards up to 36 eligible nights. Let’s go over the details.

Offer Details

  • Register to earn 3,000 Bonus Points for every three eligible nights
  • Offer valid for stays completed between September 29 and December 15, 2026.
  • All hotels participating in World of Hyatt are eligible for this promotion.
  • Earn up to 36,000 Bonus Points.
  • PROMO PAGE

Importnat Terms

  • Only Eligible Nights at participating Hyatt hotels and resorts worldwide, participating Mr & Mrs Smith hotels, the Venetian Resort, and Homes & Hideaways by World of Hyatt completed after registration and between September 29, 2026 and December 15, 2026 (“Promotion Period”) will count towards this promotion.
  • All points awarded under this promotion are Bonus Points.
  • A maximum of 36,000 Bonus Points may be earned under this promotion.
  • This is in addition to the five (5) Base Points you would earn as your base earning (members earn two and a half (2.5) Base Points per eligible dollar at Hyatt Studios hotels).
  • If a member chooses to earn Partner Loyalty Points, the bonus will be awarded in World of Hyatt Bonus Points.
  • For the purpose of this promotion, an “Eligible Night” is defined as any night where a member is paying an Eligible Rate or redeems a free night award.
  • Stays at Mr & Mrs Smith hotels, the Venetian Resort, and Homes & Hideaways by World of Hyatt must be booked through Hyatt booking channels to be eligible for this promotion.
  • If a stay has Eligible Nights during the Promotion Period but is not completed during the Promotion Period, the stay must be completed by June 15, 2027, in order to have those Eligible Nights on that stay that were completed after registration and during the Promotion Period count for this promotion.
  • Only the room occupied by the member will count toward this promotion.
  • You must provide your World of Hyatt membership number at the time of booking or on property (if available) prior to check out.
  • Please allow two to three weeks after checkout for Bonus Points to be posted to your World of Hyatt account. 

APM Elevate: September 2026


REACH YOUR GOALS

Why This Year’s Holidays May Need Earlier Planning

Even though 2026 holiday travel will probably be expensive, especially if fuel prices remain high, it’s not impossible to find affordable options. Your best strategy is to begin researching your trip early, especially if you’re flying to your destination. This enables you to compare pricing for different airlines and hotels without having to book in a hurry, and to book what you really want.

A Southern Accent Can Help or Hurt a Career, Depending on Where the Job Is



Accent, cadence, and vocabulary can quietly shape hiring and promotion decisions. Use three practical checks to separate comfort from proven ability.

The gut-check questions every leader needs to ask before building with AI



There’s an idea gaining traction in enterprise technology: companies can save millions by using AI to build their own software. Forget buying a platform like SAP, Workday, or HubSpot. Instead, CIOs and their teams are creating custom apps with Claude Code and other tools.

I get the appeal because I spent years in the CIO seat. Earlier in my career, the chairman of a beverage company I was working for asked my team to build a custom analytics dashboard. We had the talent. We had the resources. We figured, why not?

Four months later and setback after setback, we had to confront a harder question: Even if we could build it, should we? Every month we spent building it was time my team wasn’t spending on other priorities that could create more value for the company. So we killed the project and bought a solution from a software company. 

Fast-forward to today and I’m on the other side of the equation — I’m now a leader at a global software company that helps huge enterprises manage workflows for HR, customer service, finance, and more. I interact everyday with customers who are debating building their own software with AI or working with us.

They know I have a product to sell. They also turn to me because they trust my expertise and experience on the ground. My advice: there are times to leverage AI to build your own software, but there are also cases where leaning on outside expertise and buying software is a no-brainer.

Before taking the plunge, it’s worth asking a few questions to figure out whether building or buying software is right for you. Your company’s prospects, not to mention your own job as CIO, could be on the line. 

1. Is this your company’s core competency? 

At first glance, building instead of buying software might look like an easy call. You have all the engineering talent you need to crank out an app or platform, and the team is raring to go.

But is building software a smart move, or does it steal cycles from your core competency?

I see this with some of the most sophisticated engineering organizations in the world. One of our customers, a global technology company with hundreds of thousands of employees, has no shortage of people who know how to build stuff. Instead of wrestling with creating in-house software for billing and HR, however, they decided to keep their focus on innovation. 

For any business today, even high-tech players, it’s all about leaning into your expertise, not building something totally unrelated to your business.

 2. How much are you really saving? 

For CIOs looking to build software, the savings pitch usually starts with the recurring subscription they’ll cut. In some enterprises, that could mean millions of dollars a year. But this doesn’t account for what it costs to develop, run, and maintain the replacement.

For context: Depending on how complex their business is, we’ve seen that companies building their own LLM-based software solution will typically spend five to 10 times more than using our workflow automation platform. 

Initial development costs are only the tip of the iceberg. Maintenance is the real expense, as well as the ongoing cost of keeping it secure, current, and running as the business changes. 

I’ve seen this math play out firsthand. At a large financial services company, the CISO wanted to use an LLM to rewrite a core system. That process could easily take 18 to 24 months, all to save the equivalent of 0.5% of the company’s annual operating budget.

3. Have you factored in security and governance? 

Getting software to work properly is tough enough. For companies that choose to build it, security and governance is a whole other ballgame with massive risks.

Cybersecurity in the AI era has never been more complex, and the stakes have never been higher. Building something that works on day one isn’t a problem. The real test is defending it on day 1,000.

Even when there’s no ill intent, your own AI agents can go rogue, doing exponential damage before anyone notices. Roughly half of orgs have seen AI agents exceed their permissions. Take car rental management platform PocketOS, which got its production database wiped by a coding agent in nine seconds.

That’s why it’s critical that CIOs do an honest assessment of their team’s capabilities. Is your platform secure in the face of evolving threats? Is it auditable if regulators come knocking? Are you prepared to track permissions? Can you ensure your software complies with shifting regulations and requirements? 

4. What happens when your CIO leaves? 

There’s another question I’ve started asking in every build vs. buy conversation: What happens when your CIO leaves? 

The average tenure for CIOs is about 4.5 years. A custom platform typically takes two or more years to build and longer to mature. The person who designed it, who made the architectural decisions, who knows where every integration lives, may very well be gone before the system is actually running well.

A CIO I spoke with recently described a prior job where her predecessor had built a custom platform the entire organization depended on. When he left, so did the institutional knowledge. No documentation. No support team. No vendor to call. Just senior leaders staring at something they couldn’t explain and couldn’t afford to shut down.

5. Can you tap into proprietary data and institutional knowledge? 

All that said, building software rather than buying makes sense in the right contexts. 

A CDIO I know at one of the world’s biggest shipping and logistics companies took this approach. He’s building in-house with AI, but being very intentional about where he puts resources. He only greenlights projects that differentiate the business and tap into its “secret sauce” — harnessing decades of internal data and other institutional knowledge to optimize shipping routes.

And he also knows when to leverage AI by buying from a vendor. Putting AI-powered platforms to work on your existing workflows — like onboarding new employees or processing time-off requests — is a great place to start. These workflows might not be sexy, but they have clear guardrails and offer a direct path to ROI.  

AI has made it easier than ever to build. It hasn’t eliminated the need to choose where you should. I’ve sat on both sides of the table — as the CIO eager to build his own software, and now as a president at a company that sells software. The decision to build or buy isn’t always an easy one, but for CIOs today that choice may be more important than ever and is worth careful consideration. 

The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.

This story was originally featured on Fortune.com

U.S. Bank Launches Two New Business Cards (U.S. Bank Business Essentials & U.S. Bank Business Essentials Plus), $1,000 Bonus & Up To 3.5% On All Purchases


U.S. Bank has launched two new business cards:

  • U.S. Bank Business EssentialsTM Visa® Card
  • U.S. Bank Business EssentialsTM Plus Visa Signature® Card

Both cards earn 2% cash back on all purchases and increased earn rates depending on your U.S. Bank business checking balance. 

U.S. Bank Business Essentials

  • No annual fee
  • $500 cash back sign up bonus after you spend $5,000 within the first 150 days
  • 0% APR on purchases for the first 12 months
  • Card earns 2% cashback on all purchases, 2.5% if you have $10,000 in qualifying balances (on your first $10,000 in spend each month)

U.S. Bank Business Essentials Plus

  • $295 annual fee
  • $1,000 cash back sign up bonus after you spend $15,000 within 150 days of account opening
  • Card earns at the following rates:
    • 5% cash back on your top spend category, up to $200,000 annually. Eligible categories are accounting & tax services, airlines, cell phone service providers, dining, entertainment, office supply stores, postal & shipping services, and utilities
    • 2% cashback on all purchases (up to 3.5% broken based on qualifying balances. Up to $200,000 in spend annually)
      • 2.5% if you have $15,000-$74,999 in qualifying balances
      • 3% if you have $75,000-$149,999 in qualifying balances
      • 3.5% if you have $150,000 in qualifying balances

Balance Requirements

The balance requirements must be in one of the following eligible accounts:

  • U.S. Bank Business Essentials®
  • U.S. Bank Gold Business Checking
  • Gold Business Checking with Interest
  • U.S. Bank Platinum Business Checking

All of these accounts earn 0% or close to from what I can tell.

Our Verdict

Interesting products, main issue is that you need to tie up funds and those funds will earn 0% APY while you activate the increased earn rate. If you spent the full $200,000 and earned 3.5% this is an extra $1,000 over the Robinhood gold card that earns a flat 3%. You also need to take into the $295 annual fee and the fact that $150,000 in a 5% account even for one month would earn $625. The sign up bonus on the Essentials Plus is good but again $295 annual fee so a lot of people prefer the Triple Cash with a $750 bonus (& $100 software credit) with no annual fee. The 5% on your top category could put it over the edge for some people and I’m sure there are already some businesses that hold that amount with U.S. Bank already for whatever reason that could benefit. Also could be useful for people completing U.S. Bank business checking bonuses. For a full list of new credit cards launched this year, click here. 

Hat tip to reader Tamis

 

Pampered Princess Thinks Poverty Is Easy | Financial Audit



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