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[CT, RI only] Centreville Bank $200 Checking Bonus


Offer at a glance

  • Maximum bonus amount: $200
  • Availability: CT, RI only
  • Direct deposit required: Yes, no minimum mentioned
  • Additional requirements: See below
  • Hard/soft pull: Unknown
  • ChexSystems: Unknown
  • Credit card funding: Unknown
  • Monthly fees: None 
  • Early account termination fee: None
  • Household limit: One
  • Expiration date: None listed

The Offer

Direct link to offer

  • Centreville Bank is offering a $200 bonus when you open a new checking account and complete the following requirements:
    • Use promo code PUTNAM26 
    • You must establish a recurring direct deposit into a new Centreville Bank personal checking account (“the Account”) within 60 days of account opening.
    • You must maintain a daily balance in the Account greater than or equal to the minimum deposit required to open the Account for a period of 90 days after Account opening
  • Can also get an additional $50 bonus via requesting special Rhode Island Football Club debit card

The Fine Print

  • This is a limited time promotional offer (“Offer”) and may be withdrawn at any time. Offer valid only with promotional code: PUTNAM26. One Offer per household; cannot be combined with any other offer. Offer valid for new customers only. “New customer” is defined as an individual that has not had funds on deposit with Centreville Bank within the last 60 days. 
  • To Earn Bonus: To earn the $200 bonus (“Bonus”), you must meet both criteria below (“Qualifying Activities”):
    • You must establish a recurring direct deposit into a new Centreville Bank personal checking account (“the Account”) within 60 days of account opening. Recurring direct deposits are regular periodic electronic payments that occur as an Automated Clearing House (ACH) or Real-Time Payment network credit from your employer or an outside entity for example: payroll, pension, government payments (such as Social Security); recurring direct deposits do not include one-time deposits such as Person to Person deposits, PayPal or Venmo deposits, wire transfers, or funds transfers from another account.
    • You must maintain a daily balance in the Account greater than or equal to the minimum deposit required to open the Account for a period of 90 days after Account opening. The minimum deposit required to open an EmPower Checking Account is $10; the minimum deposit required to open a Personal Checking Account, or a Personal Plus Checking Account is $25; the minimum deposit required to open a Personal Premium Checking Account is $100. The minimum daily balance required to earn interest on a Personal Premium Checking Account is $100. Fees may reduce earnings. 
  • Bonus Payout: The Bonus will be credited to the Account, if applicable, 90 days after the Qualifying Activities have been met. The Bonus payment will appear on your periodic statement as “Bonus Payment”. The Bonus payment will be forfeited if the Account is terminated and/or direct deposit ceases before the Bonus Payout. The Bonus is considered interest and will be reported on IRS Form 1099-INT (or Form 1042-S, if applicable).
  • All bank account bonuses are treated as income/interest and as such you have to pay taxes on them

Avoiding Fees

Monthly Fees

Personal checking has no monthly fees to worry about. 

Early Account Termination Fee

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

Our Verdict

Feel free to share your experiences in the comments below. 

Hat tip to reader Bockrr

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Air Force One passengers reveal Trump’s inner circle and who is ‘whispering in his ear’



Also along for the ride: an entourage ranging from aging boxing champions to Cabinet members to relatively unknown aides who help craft Trump’s words and ideas. The passenger list for Trump’s marathon through the sky signals who has the ear of the president.

“It can say what his priorities are,” said David Cohen, a professor of political science at the University of Akron. “Who he surrounds himself with are the people he is going to be listening to. They’re the ones who are going to be whispering in his ear and talking softly in private quarters to the president of the United States.”

Here’s a look at who has had access to power in the confines of Trump’s plane this month.

The inner circle

White House chief of staff Susie Wiles, who recently finished treatment for breast cancer, is a frequent flyer. Trump has called Wiles, who co-managed his 2024 campaign, the “most powerful woman in the world.” As Air Force One ascended from Greenville, North Carolina, after Trump’s 15th rally in 20 days, Wiles gave reporters her take on how it went as she walked up the aisle.

“Great,” she said. “They’ve all been great, honestly.”

Other insiders who’ve made the manifest: special envoy Steve Witkoff,who has been trying to negotiate an end to the Iran war that has weighed on Republicans’ midterm fortunes; deputy chief of staff Stephen Miller,the architect of Trump’s immigration crackdown; Housing and Urban Development Secretary Scott Turner; Treasury Secretary Scott Bessentand Agriculture Secretary Brooke Rollins.

The most frequent Cabinet member aboard has been Commerce Secretary Howard Lutnick, a billionaire who previously ran the financial services firm Cantor Fitzgerald. A Trump buddy going back to the 1990s, Lutnick can often be heard laughing at the president’s jokes. His role at Trump’s rallies has been to highlight new factory investments that Trump uses to try to convince his supporters that the economy is doing well.

Punching above their weight

Bill Pulte has joined Trump for at least five legs of the midterm marathon so far, a sign that his status inside the administration is far higher than his title — director of the Federal Housing Finance Agency — would suggest.

The scion of a homebuilding company, Pulte is a Trump pal who was for a brief period also the acting director of national intelligence and oversaw layoffs in that office. He has led pressure campaigns on Federal Reserve officials such as Jerome Powell and Lisa Cook. Pulte has also passed along policy ideas such as changing the 30-year mortgage to 50 years, an idea that has since been abandoned.

Federal Communications Commission Chairman Brendan Carr has also flown with the president, notably on Oct. 13 and Oct. 14 on a lengthy West Coast swing. Carr has sought to use his regulatory powers over broadcast networks to chastise them over their coverage of the president.

Personal aides who keep Trump going

Chief among the retinue of assistants around the president is Natalie Harp, an executive assistant who is on most of Trump’s trips. Walt Nauta,the director of Oval Office Operations, is not far behind her in air miles. Chamberlain Harris, Nauta’s deputy, is another frequent traveler. She also serves as a member of the Commission of Fine Arts, one of the government bodies with a role in reviewing the White House ballroom and other Trump construction projects.

Although Trump likes to ad-lib, the speechwriting director, Ross Worthington, has joined him repeatedly on the plane this month. The president’s stump speech features a promise of $5,000 checks if Republicans keep their House and Senate majorities after the Nov. 3 election. He also tends to highlight new factory projects and investments in the communities he visits.

Margo Martin, a communications adviser who posts videos of Trump on social media, has joined the tour, as has White House communications director Steven Cheung. Katie Zacharia, who was the White House press secretary for five days, spent two of them with the president on a trip to Alaska, Nevada, Arizona and Montana.

Plenty of political strategists

Trump is surrounded on these trips by White House and external consultants making strategic choices for the midterms, including Matt Brasseaux, his political director, who previously worked at the Republican National Committee.

Johnny DeStefano, who was a top aide in Trump’s first term, temporarily rejoined the White House this summer to work on midterm strategy and has been seen on Air Force One, as has former White House deputy chief of staff James Blair.

Celebrities hitch a ride

Going into what could be some rough midterm races, Trump has brought aboard with him some of the biggest names in boxing: Mike Tyson,Floyd Mayweather Jr. and Evander Holyfield. In a 1997 heavyweight championship bout, Tyson bit off a piece of Holyfield’s right ear. They did not fly on Air Force One at the same time.

Towson University professor Martha Kumar said that presidential travel during a campaign can be intense and that presidents often have passengers who can keep the environment relaxed even as the work continues. “You want to have people around you that make you feel comfortable,” Kumar said. “When you think about it, it is really stressful. You want some relief.”

On Sunday, Cheung posted a video in which he was interviewing the rapper Nicki Minaj aboard Air Force One as it took Trump to Michigan for a campaign rally. Minaj praised the president, and the White House’s goal is to have Trump wrap up his midterm blitz by having a celebrity with him at each stop.

Who else has hitched a ride with Trump? Retired NASCAR champion Richard Petty went to North Carolina, former NFL coach Jon Gruden to Ohio, and retired NFL running back Todd Gurley to Georgia. Influencer-turned-boxer Jake Paul also traveled with the president. The celebrities have had cameos in Trump’s rallies.

Congress gets onboard

The goal of Trump’s travel over the past month has been to help Republicans keep control of Congress.

As the White House’s liaison with the House, Jeff Freeland has been on Air Force One with multiple lawmakers. Rep. William Timmons of South Carolina flew with the president, as have multiple Texas House members, including Reps. Beth Van Duyne and Brandon Gill, as well as Reps. Brian Jack of Georgia, Tim Moore of North Carolina and Anna Paulina Luna of Florida.

John Barrasso of Wyoming, the second-ranking Republican senator, has flown multiple times with the president this month, as has Texas Sen. Ted Cruz, who is considering a presidential bid in 2028.

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Home Builders Are Bleeding as Sales Run Dry, Workers Vanish


Henry:
Market’s always changing. Every week brings a new mix of data forecast and bold claims about where the real estate market is headed. Today, we’re taking a closer look at the headlines on our radar and the takeaways worth carrying forward and the ones you should just ignore. I’m James Dainard back with Kathy Fettke and Henry Washington to put on the latest stories into practical context. This is On the Market. Let’s get into it. Well, how are you guys doing, Kathy?

Kathy:
Good. I am in one of our rental properties trying to get it all fixed up and ready for sale or not. The market is horrible, so we might just rent it again and wait.

Henry:
Henry, how you doing, man? How’s the grind life of selling properties this week? I

James:
Closed on a couple sales, but I’ve been getting some good deals I’m excited about. So market’s a cycle. It’s either going to be easy to buy and hard to sell or hard to buy and easy to sell. And right now it’s hard to sell and easy to buy, and I’m a deal junkie, so I kind of like this time.

Henry:
Speaking of a lot of opportunities out there, I mean, Henry, you have an article on a bunch of vacant lots for sale? Yes,

James:
James. I have an article from PR Newswire, and it is stating that there are about 300,000 vacant lots for sale, which could close 6% of the housing shortage if anyone builds on them. So the article goes on to talk about that there are 300,242 empty lots, smaller than five acres that were listed for sale on Zillow in June of 2026. That represents about 17.4% of all sale listings. Building one home on each of these lots would reduce America’s housing deficit by 6.3%. That would bring it from 4.7 million down to 4.44 million. And a lot of the lots that are for sale are large enough to build more than one home on it. The more than 300,000 lots currently listed for sale represent the lowest hanging fruit in addressing the housing shortage in America. And I thought that was an interesting perspective because there is a lot of land for sale, but that doesn’t happen for no reason.
And so I’m cheating a little bit and really talking about two articles. The literal next article that I researched said that new home sales are at its weakest point since 2017, and that’s a Newsweek article. And that article is saying that new home sales were only up a modest 1.6% in June compared to a month earlier. But I’m not going to go on and babble about this article. Essentially what it’s saying is that builders and developers are struggling to sell the new homes they have right now. The lots that they are building on, they can’t seem to move the inventory like they want to. And that means they are bleeding money. And so yes, it may seem like because there’s 300,000 lots available that all someone needs to do is just go build a house on it. Just go build them. And then we’ll have solved the housing problem.
There are so many other problems that are tied to being able to solve the housing shortage. Affordability’s an issue. Interest rates are causing problems. People are worried about inflation and affording groceries. And so a lot of these homes that builders are building, they end up having to give away concessions and incentives to try to move the needle to get these products sold. I am a real estate investor. I buy distressed properties to flip. Over the last 60 days, I’ve had two different builders go onto my website. They clearly know who I am and what I do, and that I buy distressed properties. And they said, “We have new inventory. I have five homes coming up. Would you take a look and see what you can offer me?” If builders are reaching out to this guy, they are having a problem moving that inventory.

Kathy:
Yeah. But they really want to go out and build some more. Right. I mean, what’s funny to me about this article is that it says there’s a housing shortage of 4.7 million homes. The Trump administration said it’s 10 million. I’ve heard anywhere from three to 10 million. So no, 300,000 lots is not going to solve this problem, number one. Even if you put two houses on it, that’s 600,000. We’re not there. But yeah, how are you going to build those affordably? I’ve told you guys that in our subdivisions, we have to build 30% affordable. We want to. We want to build housing for the teachers and the firefighters and people who maybe are on fixed incomes. But as I’ve told you before, it cost us a million dollars to build an affordable home and we only are allowed to sell it for 350,000. The math, don’t math.
You have to make that difference up in the profits of the higher end. It’s very, very difficult to bring affordable housing on. So I don’t know what’s going on with these 300,000 lots, but I’m guessing that it’s tough to make it pencil.

James:
I think part of it too is people who have assets like land sitting empty where the economy wasn’t as tough, it was fine to just sit on a vacant lot, pay your taxes, and you’ve owned a piece of land. But if the economy gets tougher, I think a lot of people are like, huh, wonder how much we could get if we sell this little lot, get an extra piece of cash, help us be able to afford some more things. So I think you’re seeing some of that going on. I think you’re seeing people selling lots in vacation town communities who had pie in the sky ideas of building something in vacation towns, but second homes are declining right now. People can’t afford their first homes, nonetheless, a second home, nonetheless building a second home. And lastly, this isn’t even the only issue facing new construction.
Because like I said, when I was researching this, I came across a few articles and there is another article that talked about 300,000 construction job openings and no one to fill them. What?
So there is a labor shortage in the construction market. So even if they could build the homes for a reasonable price and people were buying them, there aren’t enough bodies to do the work of building the homes. 300,000 job openings in the construction market and they can’t fill them, that’s a big problem. I think part of that is people don’t really go into trades anymore. I think people are starting to get back into trades now that AI is becoming a thing and college is not as popular as it used to be, but I don’t think we’ve gotten there yet. And it’s just there’s not enough labor to fulfill the demand that we currently have. So how are we going to fill and build on 300,000 more lots with the problems that we’re seeing? The

Kathy:
Labor was there. The

James:
Labor was there. It left

Kathy:
In great fear. It

James:
Was there.

Kathy:
Why can’t we just give a lot of work permits to people who are willing to work? This is dirty, hard work. I mean, we just had, like I said, I’m here in my rental. We’re fixing up this house. It was rented for six years. There’s a lot of things that need to be done. And I look at these guys working so hard that you’re not going to find some student who wants to go do dig holes. They’re not going to do that. So we need to make a more friendly environment for the people willing to do that kind of work. But political stuff here, I digress. I

James:
Hear you.

Henry:
I don’t know if I’m buying that there’s no bodies to work though, especially in the new construction space. I know in the Pacific Northwest, a lot of companies have laid off 50 to 75% of their staff in the new construction space. There’s
Not maybe for labor, but project managers, superintendents, they are struggling for work right now in the new construction space because there was a lot of FOMO going on in 2021, 22, 23, where it was like this war for dirt. Everyone was trying to get it, everyone was trying to get it. We all overpaid a little bit. And now the problem with development is it takes 12, 24, sometimes longer, 36 months. You have such a longer opening window and you’re exposed to so much more market changes that either you hit it right or you hit it wrong. And right now if you’re selling today, you’re hitting it wrong. And there’s a lot of money bleeding out. One thing I will say for all these homeowners that owned dirt, if you’re listening right now, you missed the market. Your dirt is no longer worth what you think.
A lot of these lots are for sale because they are way overpriced and people have not came back to reality that their dirt is not worth gold anymore. And sellers are not being flexible. And it’s like, well, sorry to tell you, dirt is worth 40% less in Seattle than it was two years ago.

James:
Yeah. I mean, dirt’s going cheaper because it’s harder to sell because builders can’t make a pencil. That’s just supply and demand. And James, you can say what you want to say, buddy. You ain’t got to agree with it. You ain’t got to buy it, but the article’s from the National Association of Home Builders. So they seem to think there’s a problem and they’re the ones that are doing it every day. They’re saying the National Association of Home Builders estimates that the residential construction sector will need to add roughly 740,000 workers per year to keep up pace with the current industry’s growth. That to me says there’s a problem and there’s not enough bodies. And you can argue about it all day, but jobs are taking longer. Homes are taking longer to build. They’re sitting on the market longer and they’re not selling once they’re done.
All of that is hurting the pockets of the developers. And if the developers aren’t building, we’re going to continue to see a shortage. The shortage gap may even grow larger if the trend continues. And so 300,000 lots means absolutely nothing if people can’t afford to build on it, can’t find people who want to do the work to build on it and can’t find buyers to buy the product once it’s done. Yeah.

Henry:
And I think it just depends on the market’s in, right? In this article, 25.3% of all for sale listings are in rural markets. That’s where you’re slap cheap, build for 150 bucks a foot or less markets, right?

Kathy:
Yeah. You can still build affordably in those markets, very affordably, but where are the jobs? That’s the question. Where are the jobs where people need to be able to afford to live?

Henry:
And I think that’s why it’s so important for people to isolate where they are. Because the West Coast is a different story than the South. The South is a different story than the Northeast. And I could tell you on the West Coast, new construction, no one wants dirt. And if no one wants dirt, they don’t need building permits and they don’t need bodies because they just don’t need the staff. Most builders that I know, it’s funny, I was sitting on a plane ride with one the other day. I got on the plane and he also moved to Scottsdale. And so we do the same commute and he was going once a month. He’s like, “Yeah, no, everything’s humming. I go once a month.” And he’s like, “You go every week.” I’m like, “Well, yeah, I got this filming thing going on, so I got to go every week.” And now I’m like, “Oh, you still going once a month?” He’s like, “No, I’m going every week because I got to get through my lots and I laid off 80% of my staff.” There is a pullback right now on the West Coast for smaller builders that expanded out to get bigger.
They’re all shrinking back because they don’t enjoy it. And that’s where a lot of people are getting laid off. And again, it’s not the labor. Labor we need. Your straight labor needs, we need that. It’s the middle tier. And the middle tier is also who buys the houses, the people making 100, $150,000 a year as superintendents and project managers. They’re hurting for work right now. There is not a whole lot of job openings. And there’s a lot of construction that is stopping. And because it’s stopping, it’s causing a problem because the people don’t have the work to do it. And we’re going to go through this transition right now, but the dirt that I’ve been seeing is at least 35% cheaper than it was 12 months ago. Wow. A lot of opportunity because a lot of builders have just frozen because they are sitting on way too much expensive inventory.

Kathy:
I feel it. But

Henry:
We definitely need the workers though because that, my demo costs and everything are still way through the roof. I can’t get that down. It’s that the entry level employee is definitely harder to find. Yeah.

Kathy:
I mean, even if the lot price is down 35%, on the opposite side, how much of an increase has it been on material costs, labor costs, all the other costs? Is that 35% discount on land going to make a difference? And I don’t know, I could tell you with a lot that we have that we would love to build on, and I looked at all opportunities, I looked at manufactured housing, and it was not much cheaper to do manufactured housing. In fact, once we ran the numbers, once we built it and tried to sell it as a spec home, it would be as if we got the land for free. All the costs just cancel out the land. So we’d rather just sit on it. And we’re trying to sell the lot, but no one wants it.

Henry:
Yeah, because when you have rural lots, there’s a lot of money has to go into a rural lot. You got to run your utilities. Oh yeah. You got to get that thing buildable. That’s the cost. It’s like that’s why sometimes you can get a lot for free and you still can’t even make it

Kathy:
Pencil. It’s not free. No, especially if it is raw land like that. Yeah, you’ve got so many development costs.

Henry:
No, but right now, if you can pick up, I know Henry, you do a lot of this where you flip a house and put a lot in your pocket. Those are really good deals to buy right now because the land is not worth a whole lot. And your land’s not worth anything today, but in five, 10 years, it’s going to be worth some money down the road. And so if you could put some lots in your pocket, you’re doing okay. All right, well, lots of dirt for sale right now. A lot of opportunity there. We’re going to talk about where you can find your opportunities after our break. We are back on On the Market. And Kathy, you brought in an article that talks about off-market listings and more regulation coming through on those. Boo.

Kathy:
I know. I know. Well, this is an interesting article from Housing Wire. It is called The Off MLS Debate Moves to Washington and Agents Need a Clear Script. So guys, I don’t know if this is going to affect you with your off-market deals. This is more about brokerages and kind of keeping it in-house and is this allowed? House panels are going to be reviewing private listing networks while Compass cites 4.6% gains and other studies show off MLS homes sell for less. So what that means is basically lawmakers are reviewing these private listing networks, specifically Compass, where they will do a pre-sale or a coming soon with a property, and then they just kind of circulate it within their own network. At least this is what’s being stated. And they say it works great because these coming soons and new listings are exciting for their current list, and they think that they’re getting higher prices for their sellers by doing it that way.
But some legislators don’t think that’s the case, specifically Elizabeth Warren wants to see if this is actually hurting the seller because they’re not going on the full MLS right away where every agent can see it and every agent could show it and anybody could see what’s for sale. Then Zillow did a report saying that actually they studied more than 15 million sales and Zillow found that if you keep your property off the MLS, they would actually sell for less, 1.3% less, which is a combined $1.36 billion lost to the seller. So I think this is a situation where politicians are getting involved in private market issues and maybe just wanting to make sure that the sellers really know what’s happening, that there’s enough disclosure that they understand, hey, this isn’t going out on the full MLS. This is just going within our own brokerage to our own agents so we could get the double listing, we can get the buyer and seller fees.
As long as that’s disclosed, I feel like a seller should be able to do whatever they want. But I think that’s what this is about is just making sure that disclosure is there. What are your thoughts? I

James:
Have thoughts, but I’m not an agent. So I’m curious to know what James thinks.

Henry:
Oh, I have lots of thoughts on this. The first thing I think is politicians aren’t salespeople and they don’t understand sales, packaging or marketing whatsoever. And their opinions are irrelevant to me on this because they don’t know what they’re talking about. And I would love to go debate them and I would totally come into a hearing and I will pull properties. And these properties that I just bought are all on market. And these on-market deals I bought for less than what they trade for off-market.

Kathy:
Really? I mean, that’s what the article’s trying to say is, “Hey, we’re actually helping the seller.” I

Henry:
Could go through my last 20 purchases and 18 of them are on market. Because the thing about off-market, when people are packaging and selling it, they’re selling exclusivity. It’s this rare thing. You can’t find it anywhere else. And that’s where you get investor friendly. It’s like when you go down to the public auction. When you go buy at the public auction for a foreclosure, you don’t really get a good deal. A lot of times they’re paying 80 to 85 cents on the dollar down at that auction because why? There’s a frenzy. There’s competition. People get caught up in it. That’s why I won’t physically allow myself to go to auctions because I can’t control myself.Because I was overpaying because I just get so caught up in the moment. And so I disagree with this across the board because you should be able to market and package these things whatever which way you want because it’s your property.
And it really comes down to, as a seller, you should be working with a person that you trust. And if you trust in that person that’s a professional, then they’re going to market it the right way. Some properties will sell for much higher when a buyer is getting exclusively, especially luxury real estate. For sure,

Kathy:
Luxury.

Henry:
I’m looking at reselling my flip in Newport Beach right now because I want to lock in a price. And once it goes to market, everyone can look at it and they feel like it’s less special. And so I just don’t agree with what they’re saying. I do agree with everything should be heavily disclosed. Sellers need to know. Yeah,

Kathy:
Because I don’t think Elizabeth Warren is very worried about the luxury. I think she’s worried about typical home seller going to an agent and not knowing that their property hasn’t been marketed widely.

Henry:
It’s not even luxury though. There was a deal that was just sent to me yesterday, or it was three days ago, and they’re like, “Hey, you can buy this house for 360 grand.” I’m like, “Oh, that sounds like a good price.” Then I pull up the MLS and there’s two homes that were listed for 400 that sold for 325 and 335 on market. And not only that, these homes were in better condition than this off-market deal. And I’m like, “I’m not going to overpay on the as-is value and someone bought that deal anyways.” Whereas that same person could have gone on market and just bought themself a much simpler project. And so the exclusivity does work. Everything should always be disclosed and people need to have all the information to make the right decision. I think the seller should have that information, but then give the seller.
It’s America. Let them do what they want with their property. Yeah,

James:
That’s the point I was going to make, James, is I hear what you’re saying, and you’re right. These politicians don’t understand the marketing that’s involved. These are marketing and sales tactics that most agents are using to try to get the house sold for a good price. Remember, they get paid a commission. The more they sell it for, the more money they make. So they’re incentivized to sell it for more, but they also want to make sure it gets sold. So I don’t think that the government should step in and regulate how the houses are marketed and sold unless it tampers with some sort of fair housing. In other words, unless we are purposefully leaving out a specific group of people by using these marketing tactics. That I don’t agree with, but they should be able to market it how they want to. But I also agree that it needs to be disclosed property.
Me as the consumer, me as the person who has a home to sell, if I go to my agent, I want to know what’s happening from a marketing perspective. Why are you marketing my property this way? If it’s all done in good faith, meaning you’re trying to get the home sold as quickly as possible for as much money as possible, you should have no problem having a disclosure out there telling us what you’re doing so that at least we have an understanding. Because at the end of the day, it’s my home. So I think it should be disclosed. I’m fine with that, but I don’t think it needs to be regulated. I don’t think you should get to tell people how to market and sell their properties unless it’s some sort of discrimination.

Kathy:
Agreed. Politicians

Henry:
Need to keep their hands out of the cookie jar and work with people rather than tell them what to do. Well, we’re going to take a quick break right now, but when we come back, we’re going to talk about why maybe it’s a good time to sell off market because home sales have plummeted according to this news article. We’ll be right back. All right, we are back with On the Market and we’re going to jump right into an article. This is a NAR report, and I think it is in the scare tactics a little bit. NAR reports that July existing home sales are down 1.7%. And I’m seeing a lot of articles talking about home sales are plummeting. The National Association of Realtors say existing home sales seasonally adjusted to an annual rate of 4.06 million homes in July down 1.7% from June, but up 0.7% compared to a year ago.
In addition, the median home sale price came in at 434,100, which is up 2% on a year-over-year average. And this is marking the 37th consecutive month of year-over-year price increase. So one thing that I’ve been looking at as a flipper as a home seller is what’s the velocity? What’s going on with the market? And some markets are telling different stories. I really think it’s important that people don’t always grab the headlines and go, “Okay, the wheels are coming off.” Because if you really break down this article when I was looking at it, I’m like, “This is kind of bogus. Nothing is falling apart here.” What it’s talking about is home sale pricing’s up year over year. And that home sales are up year over year in July. It’s just down from June.

James:
There’s

Henry:
Just more inventory to pick from right now, which buyers should have in general. And it really also comes down to where are you buying and where are you selling? Because each region tells a different story. A month over month in the Northeast was up 2%. So if you’re selling in the Northeast, you’re actually selling fine right now. You’re seeing an increase. The West Coast is actually unchanged. It’s flat, which I am experiencing. Homes are selling, they’re just taking longer to sell, but they are selling. And if you’re in the Midwest, you’re down 2%, and the South is actually the dragger. It’s at the worst at negative 3.1%. And so when you’re looking at this down 1.7%, it really depends on the region that you’re in. And if you’re an investor in the Northeast, I wouldn’t worry about too much of that noise because your velocity’s a lot better than the South.
And with the West Coast, again, we’re flat. And so we’re consistent, but we got to get through this inventory at this point. And if you’re maybe in the South, maybe building a little bit more protection in your underwriting because sales are coming down, which also could bring down pricing just a little bit and drag it. I mean, Henry, are you filling that down South in your market?

James:
We are seeing longer days on market. The typical first time home buyer home is the class of home that is taking the longest to sell. It’s the class of home that there’s more inventory of. So buyers can be picky and choosy and ask for things. We are also seeing that luxury homes are doing the opposite. They are much shorter days on market. They’re selling faster. I think part of that is because we have a lot of high income earners here in this area with the job market that we have. And so that price point of home, there is less inventory of it on the market, but there’s more demand because of the high income earners. So those properties go quicker. And then the third trend that we’re seeing is that in the first time home buyer marketplace, that traditional three bed, two bath, 1500 to 2000 square foot home, what I’m seeing is unrenovated homes in that space are selling much faster than flipped homes in that space because people would much rather pay less to get the unrenovated home right now because they can afford it more so than the pretty flipped home.
So those are the trends that I’m seeing in this part of the South. And all of that is positive to me because all of that still involves people transacting. It’s our job as business owners to figure out what people are buying in those transactions and then position ourselves to be able to provide that inventory to the market that’s actually buying. How

Henry:
Much are you showing? Because one of the biggest things I track is showing activity. I mean, I do care about pennies, I care about actives, but it’s how many bodies are coming through the house? Compared to if you’re selling one of those cleaned up, more affordable houses versus your flips that are more dialed in, what’s your difference in body count coming through those houses?

James:
James, you would be blown away. Blown away. When I stick an unrenovated as-is home, yes, we clean it up. Yes, we fix the things that need to be fixed. It’s a safe home to live in. Everything in the house works. It’s just not pristine because it’s all not brand new finishes. It’s

Henry:
Financing ready. It’s

James:
Financing ready. When I stick those on the market, James, the last one we put on the market, it was on the market for 48 hours. We had over 20 showings. We had five cash offers, 48 hours. Now, compare that to the last renovated property that I put on the market here. It was probably on the market for just under 30 days, probably for about three weeks. We maybe got nine to 10 showings total, and we did end up with a full price offer, but it took almost a month, which is normal. That was normal traction. I wasn’t upset with that at all. That’s about what I expected. What I didn’t expect was the amount of showings we got on the unrenovated property in just 48 hours. That was crazy. Well,

Henry:
And that’s what tells the different story. There’s velocity in every price point. And I always take these articles with a grain of salt. All right, sales are down, but where are the sales down? I mean, Kathy, you work with a lot of buyers out there. How is your buyer activity? Oh my

Kathy:
Gosh. We had one of the best months and years of so many investors wanting to buy new homes. And I think it’s because I’ve said this before, but because builders are having a hard time selling, they are discounting, but they don’t really want a discount price. So they would rather give you other incentives. And one of the better incentives for us is to buy down our rate so that we can really increase cash flow. If we can get the rate down to 3%, and in some cases, they’re paying 40, 50 grand to do that rather than discount the house by that amount. And the properties cashflow beautifully on. They’re not 30-year fixed rate loans, but they’re fixed for 10 years. So a lot of opportunity. I think people are seeing that. I think there’s confidence that there is so much big money, institutional money coming into housing.
It’s kind of mind-blowing that as we’ve said before, you’ve got Japanese companies buying US builders. You’ve got Berkshire Hathaway investing in builders, and yet it’s really difficult to sell new homes. So what are they seeing? What are they seeing? Is this just a moment in time? Is this just a little glitch in the market where next year we’re going to be having a different problem? Where once again, people are clamoring over homes. I don’t know. They’re looking at data that I think a lot of people in today’s market may not be seeing. We know that there’s a shortage of homes, but it doesn’t seem to be the right homes because we see that there’s a glut of homes, but they’re just not attainable for a lot of people. So perhaps these builders are looking at, hey, wage growth is going to catch up with this.
Interest rates are going to come down. Something. They’re seeing something to come into a business that has numbers like this. So I believe that, again, this is what I think some of these institutional firms are looking at, that in a few years things are going to be different again. There’s going to be this desperate need for housing. And perhaps, like I said, wage growth has caught up or interest rates have come down or something’s changed so that it becomes more affordable. Or

Henry:
Housing pricing goes way down.

Kathy:
There’s that. There’s that.

Henry:
But I think one thing that’s interesting, what this article talks about is what you were saying, Kathy, you guys are busy because you’re seeing the opportunity because a lot of investors are just passing right now. Investors and second home buyers were at 14% of the purchases, which is down 20% year over year. Wow.

James:
So

Henry:
Investor activity’s down 20% of the sales. And what that does mean is the ones that are still buying are buying good deals.

James:
Supply

Henry:
And demand, right? When the demand drops, you can get the better pricing. And so I think you’re doing more deals because there’s actually deals out there to be done. Yeah. And

Kathy:
Then again, from our perspective, it is a buy and hold situation. So we’re looking at areas where, hey, this is a new house. This is going to last for many years. It’s going to have very low capital expenditures most likely. Everything’s new. And this is going to really do me well in 10 to 20 years because we see the growth happening. So it’s just a different mindset. You looking at the properties differently if you’re not planning on selling it tomorrow. If you’re planning on holding it and hoping that in 10 years that the property’s going to still be in great condition in a great neighborhood where there’s jobs, it’s just again, a different perspective.

Henry:
You know what? I do love buying stuff when people are freaked out. Oh, me too.

Kathy:
That

James:
Is my jam.

Kathy:
That is our jam.

Henry:
And Henry, that’s why you can buy these kind of clean ones, right? Like you had to pay way too much for them before. Now you can actually get the discount to make a margin on them. So when it feels a little scary, there’s a lot of opportunities out there. That is for sure. All right, that’s it for today. Kathy, Henry, it’s always good hanging out with you. I always love debating too.

Kathy:
Always fun. Love seeing you guys.

James:
Had a great time. Thanks for having us, James.

Henry:
Well, make sure you guys follow the On the Market podcast for all your real estate updates and subscribe to our YouTube channel for more real estate news analysis and inventory strategy. I’m James Dainard with the On the Market Podcast, and we will see you guys next time.

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The C-Suite Behaviors That Stall AI Transformations



<p>Because AI crosses functional boundaries, executives must learn to share authority, resources, and accountability.</p>

CMF BY Nothing Watch 3 Pro Smart Watch for $59 at Amazon


CMF BY Nothing Watch 3 Pro Smart Watch for $59

This article contains Amazon affiliate links.

Amazon has the CMF by Nothing Watch 3 Pro Smartwatch on sale for just $59, down from the listed price of $79. That’s a savings of $20, or 25% off.

The deal is available for the Light Grey (Ash Grey) model. This budget-friendly smartwatch comes with a 1.43-inch display, built-in GPS, Bluetooth calling and plenty of fitness and health tracking features.

Other highlights include:

  • 1.43-inch display with customizable watch faces.
  • Built-in GPS for tracking outdoor activities.
  • 130+ sports modes for workouts and fitness tracking.
  • Heart rate, blood oxygen and sleep monitoring.
  • Bluetooth calling with built-in microphones and speaker.
  • Up to 13 days of battery life, according to CMF.
  • IP68 rating for dust and water resistance.
  • Compatibility with Android and iOS devices.

BUY NOW

Guru’s Wrap-up

Not bad for $59. The CMF Watch 3 Pro packs in plenty of features you normally expect from more expensive smartwatches, including GPS, Bluetooth calling and health tracking.

Good option if you’re looking for an affordable smartwatch.

 

Disclaimer: As an Amazon Associate I earn from qualifying purchases made through this article. Using links on the site for Amazon purchases is the best way you can support the site as you normally can’t earn cash back for these purchases. But, you should still check shopping portals such as Rakuten, TopCashback, RebatesMe, ShopBack and others for possible cashback. Your support is always greatly appreciated!

Booz Allen Hamilton: 3 Key Takeaways for Long-Term Investors


On its earnings call held on Oct. 23, 2026, to review its 2027 fiscal year’s second quarter, which ended Sept. 30, Booz Allen (BAH -0.32%) announced that it remains on track to meet full-year financial expectations while accelerating investments in cyber and defense technology. A multiyear transition toward outcome-based contracts and proprietary products is reshaping how the government contractor delivers solutions.

That strategic pivot aims to expand profit margins and decouple revenue growth from headcount over time. Three key takeaways from management’s comments highlight where the business is heading.

1. Fixed Price Contracts Drive Margin Expansion

Management is actively shifting its contract portfolio toward firm fixed price structures, where the company agrees to deliver outcomes at a set price rather than billing for labor hours and expenses. This transition allows the business to capture higher profits as it improves operational efficiency and deploys reusable software tools across national security clients.

Within national security, our firm fixed price contract mix has increased by three percentage points year to date. This shift is creating opportunities to bring more value to our customers and improve profitability over time.
— Kristine Martin Anderson, President and Chief Operating Officer

2. Advanced Technologies Decouple Revenue From Headcount

Traditional government consulting relies heavily on adding staff to grow sales, but new software products in cybersecurity and defense tech allow the business to scale faster without matching headcount growth. Commercial betas, like the Guile counter-superintelligence tool, demonstrate how proprietary technology can generate higher-margin revenue while solving urgent threat management problems for federal clients.

We added over 300 employees in national security this quarter, and we are rapidly building our technologies, and we will be decoupling growth from headcount.
— Kristine Martin Anderson, President and Chief Operating Officer

3. National Security Backlog Offsets Civil Segment Weakness

A 20% expansion in the qualified national security pipeline reflects strong demand for defense capabilities, giving management visibility into revenue acceleration for the second half of the fiscal year. That defense momentum helps cushion temporary headwinds in the civil government portfolio, where customer procurement decisions and contract awards have faced scheduling delays.

We have significant backlog of funded work to execute on, and have aggressively scaled up our hiring. We continue to see strong demand signals across the portfolio, with our qualified pipeline and national security up more than 20% year over year compared to this time last year. Our civil business declined 15% year over year, slightly better than we guided to last quarter.
— Troy J. Lahr, Executive Vice President and Chief Financial Officer

Looking Ahead

Operational momentum across defense and cybersecurity programs is building as customer demand accelerates for mission-critical technology solutions. The company relies on its deep technical domain expertise and established customer relationships, while watching contract conversion rates and award timing across civil agencies.

On the whole, we remain on track with the expectations we laid out for the fiscal year. Heading into the second half of the year, our three operating priorities are delivering excellent outcomes for our customers, driving strong business execution, and transforming and investing for growth.
— Kristine Martin Anderson, President and Chief Operating Officer

By embedding artificial intelligence and reusable software into core offerings, the company positions itself to capture higher-margin opportunities across federal end markets.

Certainly, as we are planning the business, as we are executing the business, our goal is to expand margins for the foreseeable future.
— Horacio D. Rozanski, Chairman and Chief Executive Officer

The Motley Fool has positions in and recommends Booz Allen Hamilton. The Motley Fool has a disclosure policy.

Rate-wait fades, Gen Z veterans are ready to buy now: survey


  • Key Insight: How young veterans are altering their homebuying timelines in a high-rate environment.
  • Supporting Data: Only 32% of prospective homebuyers would wait for mortgage rates to fall before buying a home.

Fewer prospective homebuyers are holding out for lower mortgage rates, and young veterans are leading the shift to buying now, according to a new survey from Veterans United Home Loans.
Only 32% of prospective buyers said they would wait for rates to fall before purchasing, down seven percentage points from a year ago. Among Gen Z veterans and service members, 23% plan to buy within the next three months, more than three times the 7% of Gen Z civilians who said the same. That gives Department of Veterans Affairs lenders a ready pool of near-term borrowers.

Processing Content

More than half of prospective homebuyers overall expect mortgage rates to be higher within the next year, up 12 percentage points from a year ago, according to Veterans United Home Loans third quarter survey. Meanwhile, only 32% would wait for mortgage rates to fall before buying a home, down seven percentage points year over year.

Nearly 75% of respondents said they plan to purchase within the next year as well.

“Buyers aren’t expecting a perfect market,” said Chris Birk, vice president of mortgage insight at Veterans United, in a press release Thursday. “More of them appear willing to make a move without waiting for rates or prices to fall. They’re adjusting their expectations to the market that’s in front of them.”

The survey also revealed an opportunity particularly for Department of Veterans Affairs lenders. Among Gen Z veterans and service members, 60% said buying a home feels within reach, compared with 44% of their civilian counterparts. Gen Z military respondents are closer to buying as well, with 23% planning to purchase within the next three months, compared to 7% of civilians.

Among all veterans and service members surveyed, 82% said VA home loans give them an advantage in a tough market.

“For qualified veterans and service members, benefits like no down payment and no private mortgage insurance can provide more flexibility when it’s time to buy,” Birk said. “And in today’s market, increased inventory and greater opportunities to negotiate seller concessions are giving veterans something many haven’t had in recent years – more options, negotiating power and a better chance at finding the home they’ve always wanted.”

Additionally, fewer prospective buyers said improved market conditions would motivate them to act. Just 43% cited lower interest rates as a reason to move forward, down six percentage points, while reduced home prices dropped from 51% to 47% and more housing inventory decreased four percentage points to 25% in the third quarter, according to the report.

Veterans and service members expressed less patience in waiting on home prices to move, as 32% would consider it, down from 39% in the second quarter. Civilians showed the larger drop in citing lower interest rates as a reason, from 48% to 39%, the survey found.

The report aligns with how Americans feel about the upcoming midterm elections. Nearly two-thirds doubt they will improve the housing market, signaling lenders should make a push for business now.



I Used to Ask Who Dropped the Ball. Now I Ask 4 Questions First.


Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • After a mistake, write the conditions that led to that mistake before you write the name of the person who made it. Leaders control more of the context than anyone else, so they own a share of the failure environment even when they did not make the last move.
  • Upward accountability does not erase individual agency. Someone still made a choice, so you should still hold them accountable.
  • The principle: The leader’s first job after failure is to make truth safe enough to surface.

The first time a deadline slipped hard on my watch as a founder, I scanned the room for a name. Who dropped it? Who missed the handoff? Who should have flagged it sooner? The quiet that followed was the real signal. People were deciding how much of the truth was still safe to bring to me.

I remember that quiet more than the missed date.

Here’s my situation, so you know where I’m coming from. I run an SBA lender and certified community development financial institution, and I teach entrepreneurial leadership at Arizona State University’s W.P. Carey School of Business. Across those chairs I keep watching the same move: When something breaks, attention rushes to the person closest to the break. The conditions that made the break likely stay unnamed.

Most owners treat accountability as something that flows down the org chart. That direction is backward. Accountability is credible only when responsibility gets heavier as authority rises. A shop that disciplines frontline mistakes while insulating senior judgment is transferring risk, not demanding excellence. Gallup finds that managers account for at least 70% of the variance in team engagement, and only 20% of employees worldwide were engaged in 2025. The layer that shapes what people will say out loud is the layer that owns the conditions.

I used to treat the hunt for a name as leadership. Wrong move. Finding a person can be necessary. Starting there trains everyone else to edit the story before it reaches you.

We are living through a stretch of institutional stress that Neil Howe and others call a Fourth Turning: a period when trust in systems thins and character under pressure matters more than the playbook. In that climate, the posture I call Washington Mode is useful here: Restraining. Carry the power you hold without using it to shove risk onto people with less of it.

Own the conditions you designed first

After a miss, write the conditions before you write the name. What priorities did you set? What staffing did you approve? What incentives did you leave in place? What information never reached the person who had to act? Those are your levers. Leaders control more of the context than anyone else in the building, so they own a share of the failure environment even when they did not make the last move.

The principle fits in one line: Accountability is an information system before it is a verdict.

Try the same sequence this week. The next time something breaks, open with four questions you ask yourself out loud: What did I prioritize? Whom did I leave underpowered? What did we reward? What signals got ignored? A restaurant owner might find the late delivery was preceded by a schedule that never left room for receiving. A SaaS founder might find the outage followed a release rule everyone knew was theater. Name the conditions while the room is still listening.

Separate the person from the system, in that order

Upward accountability does not erase individual agency. Someone still made a choice. The test is sequence. First, ask what the system and the leader made possible, rewarded or ignored. Then judge the individual act. Reverse the order, and people learn that candor is expensive.

The principle: Own the environment first, then hold the person.

Say the split plainly in the room. “Here is what I set up that made this more likely. Here is the decision that still belongs to you.” A franchisee can do that after a bad weekend shift. A clinic owner can do it after a billing miss. A fabricator can do it after a scrap spike. The split keeps dignity intact and still draws a line. Skip it and you get either scapegoats or vagueness. Neither builds a team that can run without your mood as the weather system.

Make the next hard truth cheaper to deliver than to hide

The point of owning upward is not theater. It is to lower the personal cost of telling the truth the next time. When leaders absorb the share of failure they actually own, weak signals travel earlier. When they externalize blame, reporting becomes dangerous and the institution learns to hide. Trust compounds from evidence. A single clean ownership move after a miss is one of the densest deposits you can make.

The principle: The leader’s first job after failure is to make truth safe enough to surface.

Build the habit on a schedule, not only in crisis. After every meaningful miss, run a 10-minute debrief with the people who were closest to the work. You speak first about the conditions. They speak second about the choices. You close with one change to the system and one clear expectation for the person. Keep one annoyance unresolved on purpose if the room still feels too careful. Carefulness is data.

Here’s where I’d start this week: Pick the last miss that still bothers you. Write four lines on the conditions you created. Write one line on the choice that still belongs to someone else. Say both lines to that person before Friday. Then ask what they edited out of the story the first time. Watch whether the next hard truth arrives sooner.

The quiet in that early room was never really about a deadline. It was about whether the truth still had somewhere safe to land. Build that landing before the next miss arrives.

Key Takeaways

  • After a mistake, write the conditions that led to that mistake before you write the name of the person who made it. Leaders control more of the context than anyone else, so they own a share of the failure environment even when they did not make the last move.
  • Upward accountability does not erase individual agency. Someone still made a choice, so you should still hold them accountable.
  • The principle: The leader’s first job after failure is to make truth safe enough to surface.

The first time a deadline slipped hard on my watch as a founder, I scanned the room for a name. Who dropped it? Who missed the handoff? Who should have flagged it sooner? The quiet that followed was the real signal. People were deciding how much of the truth was still safe to bring to me.

I remember that quiet more than the missed date.

Here’s my situation, so you know where I’m coming from. I run an SBA lender and certified community development financial institution, and I teach entrepreneurial leadership at Arizona State University’s W.P. Carey School of Business. Across those chairs I keep watching the same move: When something breaks, attention rushes to the person closest to the break. The conditions that made the break likely stay unnamed.