Mortgages amortized over more than 25 years accounted for 58.6% of new insured homeowner volume in Q2, down slightly from Q1 but well above year-ago levels.
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Nearly 60% of new CMHC-insured mortgage volume has longer amortizations
X Money Bank Account Review: 6% APY + 3% Debit Card Cashback [2026.9 Update: Now Available to All Premium Users]
![X Money Bank Account Review: 6% APY + 3% Debit Card Cashback [2026.9 Update: Now Available to All Premium Users]](https://globalinvestmentstrategy.com/wp-content/uploads/2026/09/front-300x189.webp.webp "X Money Bank Account Review: 6% APY + 3% Debit Card Cashback [2026.9 Update: Now Available to All Premium Users]")
[2026.9 Update] This account was previously available only to a small group of users. It is now available to all X Premium subscribers, so everyone who is eligible can now give it a try!
Application Link
- X Money — This is an informational page. X Premium subscribers can access X Money by finding Money in the left sidebar of the X app.
Features
-
Earn up to 6% APY on deposits! At the moment (September 2026), this rate is significantly higher than what you can get from most mainstream banks. To qualify for the 6% APY, you need to meet either of the following requirements:
- Subscribe to X Premium ($8/month or $84/year) AND receive at least $1,000 in Direct Deposit (DD) during each trailing 34-day period; or
- Subscribe to X Premium+ ($40/month or $395/year).
The Direct Deposit (DD) route is probably the more practical option for the vast majority of USCreditCardGuide readers.
- Even if you do not meet the requirements for the 6% APY, X Premium subscribers still earn 4% APY as of September 2026.
- Earn 3% cashback on debit card purchases!
- Some purchase categories are excluded from the 3% cashback program, for example tax payments. See the terms for the full list of excluded categories.
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The cashback cap is somewhat unclear. X’s marketing materials do not advertise a specific cap, but the terms state that cashback may be capped and that X reserves discretion over the applicable cashback rate: “Specific percentage provided as Cashback Rewards may differ based on purchase categories, and the total amount of Cashback Rewards may be capped. We reserve the right to determine in our sole discretion which percentage to apply to an Eligible Transaction. We may round down the amount of Cashback Rewards granted to the nearest cent.”
- X Money itself is not a bank. Deposit accounts are held at Cross River Bank, Member FDIC, and insured up to $250,000. Deposits are automatically enrolled in a cash sweep program, which provides up to $10M of aggregate FDIC pass-through deposit insurance coverage, across participating FDIC-insured network banks, subject to limits.
- If you already subscribe to X Premium but still do not see the Money tab, one possible reason is that you are using a VPN and your account has been flagged as a foreign user. X Money is currently available only to U.S. users.
Summary
The 6% APY on deposits and 3% cashback on debit card purchases are both extremely attractive. The offer almost seems too good to be true.
It is very likely that these benefits are simply promotional subsidies during the early stage of the product, so enjoy them while they last. Since X is an Elon Musk company, it presumably has deeper pockets than the typical small fintech startup. Hopefully these unusually generous benefits will stick around for a while rather than getting nerfed too quickly!
Application Link
- X Money — This is an informational page. X Premium subscribers can access X Money by finding Money in the left sidebar of the X app.
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Prediction: Palantir’s Commercial Revenue Passes Its Government Revenue Before 2027, and the Stock’s Growth Math Changes With It.
For most of its life, Palantir Technologies (PLTR -2.99%) has been a government software company.
Even now, with shares near $186 as of this writing, the artificial intelligence (AI) software specialist’s biggest business at home is still the one built on government contracts. U.S. government revenue was $809 million in the second quarter, against $764 million for U.S. commercial.
But the gap is down to $45 million, and the two lines are not growing at the same speed. Last quarter, the U.S. commercial side grew 149% year over year. The government side grew 90%.
Roll those curves forward and they cross almost immediately. My prediction: U.S. commercial revenue passes U.S. government revenue in the third quarter of 2026 (the quarter that ends this month), and well before 2027 even if the timing slips.
That crossover would be more than a milestone, because when the faster-growing business becomes the bigger one, the whole company’s growth rate starts bending toward it.
Image source: Getty Images.
Two lines, $45 million apart
The second quarter is the closest the race has been all year. U.S. commercial revenue reached $764 million, up 149% year over year and 28% from the first quarter. U.S. government revenue reached $809 million, up 90% year over year and 18% sequentially.
Both rates are extraordinary at this scale. The government side’s 90% alone would be a standout result for most software companies. The commercial side has simply been faster, and consistently so. In the first quarter, the same race ran 133% against 84%.
Notably, though, the quarter-to-quarter race is tighter. In the first quarter, the government business grew faster sequentially, 21% versus 18%. That flip came from a customer program moving out of the commercial segment and into the government one. Management said commercial growth would have reached 143% year over year without the transition.
Still, the year-over-year gap is the durable pattern — 49 percentage points in the first quarter, 59 in the second.
Management credits the surge to demand for what CEO Alex Karp calls “AI sovereignty,” meaning customers want control over their own operations, data, and decisions.
When do the lines cross?
Take the second quarter’s sequential rates and roll them one quarter forward. Commercial revenue growing 28% from $764 million lands at about $980 million. Government revenue growing 18% from $809 million lands at about $955 million. On that math, the lines cross in the third quarter, the period ending Sept. 30.
And the bar, I think, is lower than it sounds. After all, closing a $45 million gap from a $764 million base only takes a sequential growth edge of about 7 percentage points. The commercial side’s edge in the second quarter was 10 points.
Management’s own numbers lean the same way. Palantir raised its full-year U.S. commercial revenue guidance to more than $3.424 billion, which implies growth of at least 134%. It raised its adjusted free cash flow outlook, too, to between $4.5 billion and $4.7 billion for the year.
Could the timing slip a quarter? Of course. One large government deal landing in September may hold the old order for another period.
But for the crossover to miss 2026 entirely, commercial’s sequential growth would need to slow to about 21% for two straight quarters while government held its 18% pace. And a slowdown that sustained seems unlikely: U.S. commercial remaining deal value (the value left on signed contracts, assuming customers exercise every option and cancel none) climbed 124% year over year to $6.2 billion.
A bigger commercial business lifts the whole growth rate
The order of the two revenue lines matters because the company’s blended growth rate is a weighted average, and the weights are about to flip.
Today, the slower-growing government business carries more weight in U.S. revenue. Once commercial is the bigger line, its 149% growth counts for more than the government side’s 90%, and the blended rate drifts higher before anyone signs an extra contract.
Today’s Change
(-2.99%) $-5.57
Current Price
$180.81
Key Data Points
Market Cap
$448BMarket cap calculated using publicly traded shares outstanding only. Does not include unlisted, private, or dual-class non-traded shares. Implied market cap may vary.
Day’s Range
$180.75 – $186.55
52wk Range
$106.37 – $207.52
Volume
16.7M
Avg Vol
41.6M
Gross Margin
84.80%
To be fair, U.S. revenue growth accelerated from 104% in the first quarter to 115% in the second, but that was mostly both segments speeding up. The shifting weights added only a fraction of a point. That contribution grows as commercial’s share of the revenue base rises.
A majority-commercial Palantir would also get judged the way a commercial growth stock is judged — on the size of its market, not on federal budget cycles.
Investors won’t have to wait long to see whether my prediction is right. Palantir’s third-quarter report, likely in early November, will print both numbers. If commercial lands on top, the crossover arrives with a quarter to spare.
If the sequential steps flip again the way they did in the first quarter, the date may slide one period out. But with commercial growing 59 points faster year over year, I don’t see it slipping past 2026.
Mercado Pago unfazed by Brazil consumer debt worries as it expands credit card business
Mercado Pago unfazed by Brazil consumer debt worries as it expands credit card business
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HOA Foreclosures Are on the Rise and Increasingly Difficult to Stop
If you own a rental condo in a development overseen by a homeowners association (HOA), be on your guard. One missed bill could land you in a heap of trouble.
The Wall Street Journal reports HOA-instigated foreclosures are on the rise—and fast. Citing real estate data and analysis company ATTOM’s findings, there were 6,376 properties with foreclosure activity—from default notices to completed sales—tied to HOA actions in the first quarter of 2026. This marks a 40% rise from two years prior.
“Aggressive Collections”
“HOAs are being forced into more aggressive collections to avoid their own financial collapse,” Brian Fox, co-founder of real estate technology firm Benutech, which tracks HOA delinquency trends and foreclosures, told the Journal.
The primary legal mechanism driving the rapid increase in enforcement is a “super-lien” status, which half the U.S. states have in their legal arsenal. It allows an HOA’s lien to take precedence over other recorded instruments, including the primary mortgage holder. Something as small as a delinquent HOA bill, when escalated, can end up as a public auction.
100% Increase in General Liability Insurance for HOAs
For HOAs, the costs for condo and home maintenance of public spaces, including staffing and lawn care materials, have been rising precipitously. Citing the Foundation for Community Association Research, the Journal reports that general liability insurance for HOAs rose for 91% of community associations, with some seeing jumps of more than 100%.
The pressure on HOAs has been no more apparent than in Florida since Senate Bill 4D was passed in 2022, following the deadly Surfside condo collapse, with HOAs mandated to maintain sufficient reserve funds to carry out essential repairs—the expense of which was passed onto cash-strapped owners, already dealing with rising insurance costs.
A condo and co-op reform bill, HB 913, has helped to offset those expenses. However, the escalation of premiums remains with many HOAs. The Journal cites the case of a Long Island HOA where the annual premium increased from $60,000 to $360,000.
For HOAs, the lack of money means the whole community suffers, and property values, along with the ability to carry out maintenance, decrease—thus the need to pursue expedited legal action.
HOA Foreclosures Exist Outside of Standard Channels
Investors need to be aware that these legal mechanisms operate outside of standard judicial foreclosure channels in many jurisdictions. A simple misplaced letter of default by a management company, or one sent to the wrong address, could trigger a lien, leading to a foreclosure. When a condo board, motivated to move at an expedited pace, starts turning the legal wheels for foreclosure, it’s often hard for a homeowner to catch up.
“It’s a very difficult thing to fight,” attorney Erik Perez, co-founder of Perez Mayoral P.A. in Miami, told Homes.com News. Perez’s firm represents homeowners in challenges against community associations.
The cost-of-living crisis, along with the end of COVID-19 pandemic moratoriums, are among the main reasons Perez attributed to the rise in condo foreclosures—an opinion shared by the Community Associations Institute, a national advocacy organization.
Inflation, Insurance, and Maintenance are Causing Costs to Spiral for Landlords
A spokesperson for the Community Associations Institute said in an email to Homes.com:
“CAI believes the increase in community association foreclosures reflects the broader rise in housing costs and financial pressures affecting homeowners across the country. Inflation, rising insurance premiums, higher maintenance and utility costs, and aging infrastructure have increased the cost of housing generally, including in community associations.”
The Dangers for Investors Who Own Condos
Many landlords start their investment journey with a condo. Often, it was a property they once lived in, which they then used as a rental after moving into a larger property. For investors who own condos and do not live in the same development, there are many ways bills can fall through the cracks, triggering a foreclosure action.
Off-site mail delivery, third-party property management communication, or online owner portals are particularly vulnerable. An outdated billing file, unpaid P.O. box fee, or mail the tenant didn’t pass on can mean an investor remains completely unaware of a bill that could trigger a legal action with a ticking clock. The simple act of going on vacation and not having a secure system to check mail could result in a missed HOA bill.
Ways for Landlords to Ensure They Do Not Fall Behind on HOA Bills
Automate HOA payments
By putting regular assessments on autopay from a dedicated account that has enough cash to cover increases, a landlord has no reason to miss a payment.
Monitor all property-related communications remotely
Having all mail go to a PO box or mail collection system that scans all envelopes and sends them to your e-mail address ensures that you know who is sending you mail. These services, such as iPostal.com, will also forward the mail to another address with expedited delivery if needed.
Have someone keep an eye on the property
Should the HOA decide to pin a violation notice to your door or put one in your mailbox, having someone routinely check on the premises will ensure you receive it before any action can commence.
Budget for assessments and fee increases
It’s tough being a landlord these days amid escalating costs, but budgeting beyond monthly HOA dues can save you a lot of hassle. Put money aside for special assessments such as maintenance, insurance, and infrastructure costs, all of which continue to rise.
Act immediately if a balance or notice appears
Should you receive an unexpected balance or notice, request an itemized account from the HOA’s records. Verify that the charges are accurate. Challenge errors quickly, and document communication. Late fees, interest, and legal costs can inflate a small initial debt.
Ensure your tenant is adhering to all HOA bylaws
Your tenant could be your weakest link. If they are parking incorrectly, making unapproved alterations or additions (adding swing sets or posting signs or flags), or leaving a trash receptacle on the street, they may be the cause of mounting HOA fees, unbeknownst to you, the landlord.
Make sure you communicate clearly with your tenant and with the HOA management company so you are aware of all liens and actions against you at all times.
Final Thoughts
For an absentee landlord, the biggest area of vulnerability is a missed default notice. But setting up a system that makes this impossible to happen while ensuring you are well financed for unforeseen fines, bills, and dues increases will help keep the HOA wolves at bay. Each state has different foreclosure proceedings, so make sure you know what yours are.
[INTERVIEW] Founder of Flight Search Engine: Airglitch
Today we have the pleasure of hearing from Ron Fishman, founder of a flight search engine called Airglitch. Thank you for taking the time to answer our questions Ron! 1) Please tell us about yourself and your role with Airglitch?…
The post [INTERVIEW] Founder of Flight Search Engine: Airglitch appeared first on Pointshogger.
The BMG and Concord merger is complete; Bob Valentine begins role as CEO of new company
BMG and Concord have today (September 1) confirmed the successful completion of their merger.
The combined companies say the deal will “create a new global music company with the scale, expertise, and capabilities to unlock greater opportunities for creators.”
The transaction, first announced on April 28, 2026, has received “all required regulatory approvals”, according to a press release. The company’s global headquarters will be located in Nashville, with Berlin serving as its European headquarters.
As previously announced, the combined company will operate under the BMG name, and will be owned approximately 67% by Bertelsmann and approximately 33% by affiliates of Great Mountain Partners.
Affiliates of Great Mountain Partners received a one-time cash payment of $1.16 billion from Bertelsmann as part of the transaction.
Bob Valentine now assumes the role of Chief Executive Officer of BMG, with Thomas Coesfeld serving as Chairman. The combined company boasts a catalog of over four million works.
“The completion of this transaction marks the beginning of a new chapter for BMG, creating a business with the scale and resources equipped for the future. We believe that investing in creators, music rights, and AI will allow us to unlock new opportunities for artists and writers in a rapidly evolving industry,” said Thomas Coesfeld, Chairman of BMG.
“By building on the entrepreneurial cultures and independent spirit that have long defined both organizations, we have created a platform that is uniquely positioned in the music industry and set up for sustainable long-term growth. I am truly convinced that together, our passionate teams will continue to innovate with purpose and deliver exceptional service to our creative partners around the world.”
Bob Valentine, Chief Executive Officer of BMG, said: “Today marks an exciting new chapter for our combined company and the creators we represent.
“We have brought together exceptional teams, celebrated catalogs, diverse and talented rosters, and a shared belief that creative talent deserves both dedicated advocacy and sustained investment. While our reach has expanded, the mission that brought us together remains the same: to support artists over the long term, honor the legacies we represent, and help build the next generation of enduring music and culture.”
In a press release, the combined firms said that “based on a strong commitment by both shareholders to invest into the further development of the company”, BMG is aiming to achieve revenues of over USD $2.5 billion at an EBITDA of USD $1.2 billion “in the midterm.”
The new BMG will be governed by a Board of Directors, working closely with an Executive Management Team.
The Board of Directors consists of Chairman Thomas Coesfeld, Johannes von Schwarzkopf, and Rolf Hellermann (Bertelsmann), as well as Alex Thomson (Great Mountain Partners), and Steve Smith (Concord Founding Partner).
The Executive Management Team will be comprised of the following individuals with designate titles:
- Bob Valentine, Chief Executive Officer
- Björn Bauer, Chief Financial Officer
- Sebastian Hentzschel, Chief Operating Officer
- Victor Zaraya, Chief Revenue Officer
- Amanda Molter, General Counsel
- Kent Hoskins, Chief Transformation Officer
Bob Valentine, BMG CEO, said: “The new Executive Management Team brings together leaders with the experience, judgement, and focus we need to deliver on BMG’s ambitions.
“As we begin this next chapter, our priority is to build on the strengths of both businesses, creating a clear, focused organization that can move nimbly, invest with conviction, and deliver long-term value for the artists, songwriters, and playwrights we partner with and represent.”
BMG has also established an 18-member Strategic Leadership Council, comprising the six members of the Executive Management Team and 12 additional senior leaders from across the company.
The Strategic Leadership Council comprises the following individuals and their areas of responsibility:
- Tom Becci, Global Recorded Operations
- Alberto Chullen, Corporate Development & Investments
- Sophia Dilley, Concord Originals
- Sean Flahaven, Concord Theatricals
- Celine Joshua, Global Marketing & Streaming
- Nitsa Kalispera, Global Supply Chain Operations
- Jon Loba, Global Frontline Recordings
- Ruth Martinez, Human Resources
- Kristal McKanders Dube, Corporate Communications
- Alistair Norbury, Senior Creative Advisor to CEO Bob Valentine
- Tom Scherer, Global Catalog Recordings
- Jim Selby, Global Music Publishing
Valentine added: “The Strategic Leadership Council gives us a broader group of leaders around the table, bringing together different areas of expertise and perspectives across BMG.
“It will help ensure we stay connected as a leadership team, sharpen our thinking, and maintain alignment as we translate our strategy into action across the business.” Music Business Worldwide
DR Horton fights RICO suit over lowballed escrow estimates
D.R. Horton is tapping the full legal playbook to challenge a class action racketeering lawsuit plaintiffs say could encompass tens of thousands of homeowners.
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The nation’s largest home builder last week filed a motion to compel arbitration with the home buyers
The move adds to D.R. Horton’s pending motion to dismiss the accusations that it
A federal judge last month agreed to postpone discovery in the eight-month old case pending a ruling on the motion to dismiss. The company has insisted in filings that it followed federal disclosure rules regarding monthly payment estimates for its customers.
Plaintiffs argue that they’ve successfully alleged the legal elements of a RICO enterprise, and are also suing D.R. Horton for violating other state consumer protection laws.
Neither attorneys for the parties nor a spokesperson for D.R. Horton responded to requests for comment Monday.
The dispute
Plaintiffs who bought D.R. Horton-built homes with loans from DHI Mortgage say the company knowingly misled them with artificially low payments, driven down by partially escrowed property taxes in monthly payment estimates.
Once a subsequent servicer undertook a proper escrow analysis, borrowers’ monthly payments soared, forcing them to scramble to make up, in some cases, hundreds of dollars extra per month in mortgage payments, they said.
“Defendants have run this scheme thousands of times and did so to close more home sales and extract higher prices for these homes (and larger loans) from homebuyers,” wrote counsel for plaintiffs in a June filing.
D.R. Horton said in its motion to dismiss that new construction is typically assessed by local officials with lower tax rates when loans close, and that borrowers signed notices explaining their escrow amounts would be reassessed.
The company recently argued that the lawsuit’s claims are covered by broad arbitration clauses. Defendants
The federal judge in the Nevada forum did not indicate a timeline for a ruling on the motion to dismiss. Plaintiffs haven’t specified the exact range of the potential class they’d seek to certify, but have suggested it could be greater than 100,000 affected home buyers.
The industry giant has seemingly weathered the
Current price of oil as of Sept. 1, 2026
As of 8 a.m. Eastern Time today, oil is trading at $94.11 per barrel, based on the Brent benchmark we’ll explain in a bit. That’s $1.08 above yesterday morning’s level and about $25.40 higher than where it stood a year ago.
Will oil prices go up?
No one can say for sure where oil prices will go next. Many forces shape the market—but at the core, it’s still about supply and demand. When risks like a potential recession or war ramp up, oil prices can change direction quickly.
How oil prices translate to gas pump prices
When you buy gas at the pump, you’re covering more than the cost of crude oil. You’re also paying for every step in the process, including refineries, wholesalers, taxes, and the markup your local gas station adds.
Even so, crude oil has the biggest influence on what you pay, often making up more than half the cost per gallon. When oil prices jump, gas prices usually climb right along with them. But when oil falls, gas prices often slip much more slowly—a pattern sometimes called “rockets and feathers.”
The role of the U.S. Strategic Petroleum Reserve
If an emergency hits, the U.S. keeps a backup supply of crude oil called the Strategic Petroleum Reserve. It’s mainly there to protect energy security during crises, such as sanctions, catastrophic storm damage, even war. It can also help cushion the blow when supply shocks send prices soaring.
It’s not meant to solve long-term problems. Instead, it provides quick relief for consumers and helps keep vital parts of the economy moving, like essential industries, emergency services, and public transit.
How oil and natural gas prices are linked
Oil and natural gas are two of the world’s primary energy sources. A big change in oil prices can affect natural gas by extension. For example, if oil prices increase, some industries may swap natural gas for some segments of their operations where possible, which which increases demand for natural gas.
Historical performance of oil
When looking at how oil performs, two main benchmarks stand out:
- Brent crude oil is the main global oil benchmark.
- West Texas Intermediate (WTI) is the main benchmark of North America.
Of the two, Brent gives a better picture of global oil performance because it prices a large share of the world’s traded crude. It’s also the go-to for tracking oil’s historical trends. In fact, even the U.S. Energy Information Administration now relies on Brent as its primary reference in its Annual Energy Outlook.
If you look at the Brent benchmark over several decades, oil has been far from stable. It has experienced sharp rises tied to wars and supply cuts, along with steep drops linked to global recessions and oversupply (called a “glut”). For example:
- The early 1970s delivered the first major oil shock when the Middle East slashed exports and placed an embargo on the U.S. and others during the Yom Kippur War.
- Prices fell in the mid-1980s due to lower demand and an influx of non-OPEC oil producers joining the market.
- Prices surged again in 2008 as global demand grew, but then crashed alongside the global financial crisis.
- During the 2020 COVID lockdown, oil demand plummeted like never before—pushing prices below $20 per barrel.
To sum up, oil’s historical performance has been anything but smooth. Again, it’s heavily influenced by wars, recessions, OPEC whims, shifting energy policies, and much more.
Energy coverage from Fortune
Looking to stay up-to-date regarding the latest energy developments? Check out our recent coverage:
Frequently asked questions
How is the current price of oil per barrel actually determined?
The current price of oil per barrel depends largely on supply and demand, including news about potential future supply and demand (geopolitics, decisions made by OPEC+, etc.). In the U.S., prices also move based on how friendly an administration is to drilling, as it can affect future supply. For example, 2025 saw the Trump administration move to reopen more than 1.5 million acres in the Coastal Plain of the Arctic National Wildlife Refuge for oil and gas leasing, reversing the Biden administration’s policy of limiting oil drilling in the Arctic.
How often does the price of oil change during the day?
The price of oil updates constantly when the “futures” markets are open. A futures market is effectively an auction where people agree to buy or sell oil in the future. As long as people and companies are trading contracts, the oil price is changing.
How does U.S. shale oil production affect the current price of oil?
In short, shale is rock that contains oil and natural gas. Think of shale as energy yet to be tapped. The more shale the U.S. accesses, the more energy we’ll have—and the more easily oil prices can keep from spiking as much thanks to a greater supply.
How does the current price of oil impact inflation and the broader economy?
When oil is expensive, it tends to make everyday items cost more. This can be related to energy (your heating, gas utilities, etc.), but it’s also due to the logistics involved with making those items accessible to you. Shipping, for example, can affect the price of things at the grocery store, as it’s more expensive to get those products from warehouses and farms onto the shelf.