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The Benefits of Multigenerational Living


For generations, the American dream was often defined by independence. Adult children moved out on their own, parents remained in the family home until retirement, and grandparents lived separately, often in different cities or states. Today that picture is changing.

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First Quantum in talks to sell stake in Argentina copper project – Bloomberg




First Quantum in talks to sell stake in Argentina copper project – Bloomberg

Rove Adds Qantas Frequent Flyer as Transfer Partner


Rove Adds Qantas Frequent Flyer as Transfer Partner

Rove today announced the addition of Qantas Frequent Flyer as its newest transfer partner. Members can now transfer Rove Miles to Qantas Frequent Flyer at a 1:1 ratio, opening up new redemption opportunities across Qantas, oneworld airlines, and Qantas’ extensive network of airline partners.

In celebration of the launch, Rove is offering a 50% transfer bonus on all transfers to Qantas Frequent Flyer through August 14, 2026 at 11:59 p.m. EST. During the promotion, every 1,000 Rove Miles transferred will become 1,500 Qantas Points.

Expanding Access to a Global Travel Network

Qantas Frequent Flyer is one of the world’s most established airline loyalty programs, with redemption options across Qantas, Jetstar, oneworld airlines, and a broad network of additional airline partners. For travelers based in the U.S., the program offers access to both domestic and international award opportunities through key partners including American Airlines, Alaska Airlines, British Airways, Cathay Pacific, Japan Airlines, Qatar Airways, Finnair, Iberia, and more.

As the flag carrier of Australia and a founding member of oneworld, Qantas provides connectivity across Australia, New Zealand, the South Pacific, Asia, Europe, North America, and beyond. The addition of Qantas Frequent Flyer gives Rove members another flexible transfer option for redeeming their miles.

Rove Adds Qantas Frequent Flyer as Transfer Partner

Transfers Now Available Through Rove

Rove members can transfer Rove Miles directly to Qantas Frequent Flyer at a 1:1 ratio through the Rove platform. Transfers completed by August 14, 2026 at 11:59 p.m. EST will receive a 50% bonus as part of the limited-time launch promotion.

Rove also supports live Qantas award availability searches on its website.

About Rove

Rove is a travel platform that lets users earn and redeem miles without a credit card. Users can earn Rove Miles by booking flights and hotels through Rove, including through its Loyalty Eligible hotel feature. They can also shop with over 13,000 partner merchants through Rove’s shopping portal and browser extension.

Rove Miles can be used to book flights with over 140 airlines and stays at hundreds of thousands of hotels, or transferred to select loyalty program partners, giving travelers a more flexible and accessible alternative to traditional airline miles.

If you don’t have a Rove account yet, you can sign up now to get 500 miles instantly.

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Aeromexico Rewards 1 : 1
Air Canada Aeroplan 1 : 1
Air France/KLM Flying Blue 1 : 1
Air India Maharaja Club 1 : 1
Cathay Pacific Asia Miles 1 : 1
Etihad Guest 1 : 1
Finnair Plus 1 : 1
Hainan Airlines Fortune Wings Club 1 : 1
Japan Airlines Mileage Club 1 : 1
Miles & More 1 : 1
Qatar Airways Privilege Club 1 : 1
Scandinavian Airlines SAS EuroBonus 1 : 1
Thai Airways Royal Orchid Plus 1 : 1
Turkish Airlines Miles&Smiles 1 : 1
Vietnam Airlines Lotusmiles 1 : 1
Virgin Atlantic Flying Club 1 : 1
Virgin Red 1 : 1

How Andy Gill Turned a Mailer Into 30 Units


Category

Details

Name Andy Gill
Location Connecticut
Occupation General contractor and real estate investor
Assets 58 rental units across multiple properties, plus a 30-unit portfolio in phased acquisition
Investment strategy Value-add multifamily, phased management-to-ownership acquisition, private financing
Financing Commercial loans (five-year ARM), seller-held notes, private lending

Andy Gill lost his business in the Great Recession and spent years relearning how money actually works. He raised two kids in an 850-square-foot house, drove used cars, and refused to take on debt he didn’t understand, all so he could eventually buy something that would never disappear on him the way his business had. He didn’t buy his first rental until he was 44. 

Four years later, he owns 58 units and is in the middle of acquiring a 30-unit portfolio using a structure he came up with himself: managing properties he doesn’t yet own until the sellers are ready to hand over the keys. 

Here’s how he built it.

You didn’t start investing until you were 44. What finally clicked?

I had a bad business experience that taught me I didn’t understand finance or a P&L. I had to get smart, and then I found a mentor who taught me that if you can’t measure something, you can’t manage it. Once I had those skills, I realized owning the asset, not just improving it for someone else, was the actual goal. 

Our first purchase was 12 condos in Connecticut. I brought in a partner to go 50-50, and because they were identical units, I could understand the whole deal at once: how rent would move, what improvements were needed, and how to handle tenants. That gave me the confidence to keep going.

You came up with an unusual way to source your most recent deal, a 30-unit portfolio. Walk us through it.

I had an idea that if I could take over management of properties I didn’t yet own from older landlords who were frustrated, I’d already be in the first position to buy when they were ready to sell. 

I designed mailers with a cartoon version of myself in a flannel with a tool belt and a dog, saying something like, “Being a landlord sucks; you should sell to me.” I sent out about 600 of them and got 100 calls back. 

One came from a longtime friend I didn’t even know owned apartments. His wife wanted him to travel more. A year later, he was ready to talk.

How did you actually structure the deal once he was ready to sell?

We did two contracts. The first was a management agreement so I could take over the properties immediately, see under the hood, and get comfortable with them before committing real capital. The second was the purchase and sale agreement. 

For the first property we transferred, we used a formal appraisal. After that, we agreed on a flat per-unit price instead of paying for eight more appraisals, since some units were bigger or in better areas, and it evened out over the whole portfolio. He held a note on the remainder, which also helped him manage capital gains and depreciation recapture on a property he’d owned for a long time. 

We’re about halfway through the transfer now, with the rest planned over the next 12 months.

What made this structure work for both sides instead of a standard sale?

For me, by the time I actually buy each property, I already control it completely. I know the tenants; I know the problems. I’m already collecting the rent, so it’s essentially just moving the deposit from his account to mine. For him, it meant he could stop dealing with tenants and maintenance immediately without giving up the tax position he wanted from an outright sale. 

He’s actually so happy with the arrangement that we’re now talking about partnering on new development deals together using an affordable housing designation that lets us bypass some zoning restrictions and increase density.

What financing do you rely on now, and what do you look for in a deal before you buy?

Our first deal was a commercial loan with a five-year ARM, and we created a lot of equity just by stabilizing the property early on. Once you prove you can execute, people become willing to lend to you privately, and most of our financing now is private. 

On the property side, I want cash-on-cash return so I get my money back quickly, and I look for markets with around 3% organic historical appreciation so I’m not just parking money somewhere flat. I also stay away from anything with knob-and-tube wiring, a bad roof, structural issues, or old sewer laterals, since those are the expensive surprises that show up later if you don’t catch them in inspection.

The $124 trillion Great Wealth Transfer means more businesses are now being inherited than purchased



It’s not just the Murdochs or the Arnaults. As family-owned companies change hands, new data shows more American businesses are now being inherited than purchased—part of the broader Great Wealth Transfer marking a shift in how the next generation could shape the economy. 

Bank of America‘s recent Private Bank Study of Wealthy Americans found that in 2026, the share of businesses inherited among wealthy Americans is projected to reach 23% versus 11% that are purchased, a deviation from a previous pattern of more businesses being purchased than inherited. For example, in 2022, 28% of businesses were purchased compared to 5%, which were inherited, according to BofA data. Researchers surveyed 1,400 U.S. adults with at least $3 million in investable assets to look particularly at how high-net-worth individuals were saving and passing down their wealth.

Of course, this is all part of what’s become called the Great Wealth Transfer, the projected inheritance of between $36 trillion and $124 trillion in assets from Baby Boomers to younger generations over the next two decades. Wealthy individuals play an outsized role in this transference, as wealth accumulation is highly concentrated toward the top. The immense amount of wealth moving through generations has raised questions of how the economy will be shaped by the young and the rich. Jonathan Parker, an MIT Sloan School of Management professor of financial economics, said that how assets—in this case businesses—change hands can sometimes offer illumination of broader economic patterns.

What do more inherited businesses say about the economy?

To Parker, a greater share of businesses being inherited was a sign of even greater wealth concentration, a phenomenon that has gained attention amid growing concerns about affordability and the K-shaped economy, in which the rich keep accumulating wealth, even as the poor struggle to make ends meet. According to the Federal Reserve Bank of St. Louis, the top 1% of U.S. households account for nearly one-third of the country’s wealth, equal to about $44 trillion, or as much as the bottom 90% of American households.

“We have a lot of business creation in the U.S.,” Parker told Fortune. “That’s generally a very good thing, and that does tend to generate top skewed wealth distribution for the owners, obviously, who have a lot of resources. An interesting question going forward is, what share of that wealth, when people reach the end of their lives, do they bequeath to their dependents?”

Parker noted that for decades, there has been an inverse pattern between wealth and the number of children one had, such that more affluent individuals had fewer kids. It’s a cycle that emerged during the Industrial Revolution, though economists have struggled to come to a definitive conclusion as to why this is. While there may also now be a breakdown of this trend in some parts of the world, in which wealthier people are beginning to have more children, Parker argues that wealth becomes less distributed in a family with one child versus six.

The increase in inherited businesses could also be part of a trend of companies staying private longer, as private firms are harder to cash out of. Apollo chief economist Torsten Slok, citing economist and “Mr. IPO” Jay Ritter, noted a rise in the median age at which companies go public since 2022, when the Federal Reserve began raising interest rates. This trend has coincided with a boom in private capital, enabling larger-scale firms to raise billions through venture capital funding and private equity instead of public markets.

What questions do more inherited businesses raise?

While wealthier Americans inheriting businesses align with the economic trends of wealth concentration and longer maturity of private firms, Parker noted other factors could be informing this pattern.

“We currently have a very strange situation” regarding the taxation of inherited wealth, he said. Over the last 25 years, the U.S. has essentially overhauled its federal estate tax, most recently raising the exemption to $15 million per person under the One Big Beautiful Bill Act. All the while, the U.S. has kept the step-up in basis on capital gains at death, a provision eliminating capital gains tax on an appreciation of an asset that took place during the lifetime of that asset’s original owner.

“It’s sort of like a tax benefit, a giveaway of taxes to people who pass it on to heirs, rather than the reverse,” Parker said.

The current tax system could further incentivize wealthy Americans to hold onto assets longer before passing them down, prolonging the Great Wealth Transfer to an extent, but maximizing gains for the next generation of heirs. While BofA did not give specific data on for how long original owners were holding onto their businesses and other assets, the report said a “notable portion” of business owners had no plans to transition out of their businesses, and the majority had plans to ultimately transfer or sell ownership to family heirs eventually.

“That might be partly why people are holding on to these businesses for longer, and then handing them down to the heirs,” Parker said. “And the heirs can then either make them public or sell them or keep them.”

AEG Presents expands Venue Development team, promoting Cameron Marcotte to VP


AEG Presents has expanded its Venue Development team through a round of internal promotions and three new hires.

Cameron Marcotte has been elevated to Vice President, while Jake Hiersteiner and Mike Ryan have been promoted to Director roles.

The company also hired Alyssa Sarilarp as Senior Design and Construction Specialist, Will Evans as Senior Project Manager, and Marysol Flores as Administrative Assistant.

The team is led by Colin Conway, Senior Vice President, Venue Planning, Acquisition and Development, who oversees new venue initiatives across North America.

Conway is in his 19th year with the company, according to AEG Presents.

He works alongside Executive Vice President, Chief Operating Officer and General Counsel Shawn Trell and President, North American Regional Offices Brent Fedrizzi, guiding projects from early-stage opportunity identification through execution.

“Everyone brings a different perspective – from operations and production to design and construction – and that combination is what allows us to create bespoke, curated venues for artists and fans alike.”

Colin Conway, AEG Presents

“We’ve spent the last few years thoughtfully building this team, and it’s exciting to see it come together in such a strong and cohesive way,” said Colin Conway.

“Everyone brings a different perspective – from operations and production to design and construction – and that combination is what allows us to create bespoke, curated venues for artists and fans alike.

“With this group in place, we are positioned to build upon prior successes and continue to grow AEG Presents’ portfolio of premiere, award-winning venues.”

Over the past decade, AEG Presents has opened venues including Brooklyn Steel in Brooklyn, Mission Ballroom in Denver, Roadrunner in Boston, The Eastern in Atlanta, and Resorts World Theatre in Las Vegas.

Others include MegaCorp Pavilion in Newport, Globe Iron in Cleveland, and The Pinnacle in Nashville.

AEG acquired a stake in The Bowery Presents, which operates Brooklyn Steel, in 2017.

The Pinnacle, which opened in February 2025, was named Venue of the Year at the 2026 CMA Touring Awards.

The Nashville venue was also named Club of the Year at the 2026 Academy of Country Music Awards, and New Concert Venue of the Year at the 2026 Pollstar Awards.

New venues are underway in Austin, TX and Portland, OR, both expected to open in early 2027, the company said.

Marcotte joined Venue Development in 2019 and has helped lead the company’s national venue development efforts, overseeing projects from planning through opening.

Hiersteiner, now Senior Director, started as a box office seller at Denver’s Bluebird Theater and most recently led operations for AEG Presents Rocky Mountains.

Ryan, now Project Director, previously served as General Manager of the Fox Theater in Oakland and held a leadership role in AEG Presents’ Pacific Northwest region.

Colin and his team’s focus on identifying, analyzing, and developing new venue opportunities is integral to AEG Presents’ growth and strategic positioning.”

Shawn Trell, AEG PRESENTS

“Venue development is fundamental to our business and essential to our long-term success,” said Shawn Trell.

“The artists and their music are what inspire and connect audiences, but the work that happens behind the scenes is what makes it all possible.

Colin and his team’s focus on identifying, analyzing, and developing new venue opportunities is integral to AEG Presents’ growth and strategic positioning.”


The move follows a series of leadership changes at AEG Presents.

In January, the company made a series of promotions and new hires within its Global Touring division, elevating two long-serving touring executives and strengthening its touring and digital marketing leadership.

In March, AEG Presents named two Vice Presidents within its marketing division, promoting Katie Mae Miller and hiring Chelsea Cloud to newly expanded leadership roles.Music Business Worldwide

Chase, Wells, BofA post strong Q2 mortgage gains


Mortgage loan production volume at three of the nation’s largest banks came in above expectations for the second quarter, which a pair of nonbank analysts believe is a positive for the segment.

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JPMorgan Chase reported origination volume of $17.2 billion for the quarter, compared with $13.7 billion in the first quarter (26% higher) and $13.5 billion for the second quarter of 2025 (27% more).

For Wells Fargo, total volume of $9 billion was 43% over the first quarter’s $6.3 billion and 22% above $7.4 billion one year ago.

Bank of America’s consumer banking division produced $3.5 billion of first mortgages and $2.4 billion in home equity products during the second quarter. This compared with $3.07 billion of first mortgages plus $2 billion of home equity in the prior quarter along with $3.05 billion and $2.2 billion respectively one year ago.

What industry analysts take away from the bank results

For all three combined, the gain was in the 30% range, reports from BTIG and Keefe, Bruyette & Woods noted.

The Mortgage Bankers Association’s June forecast called for 3% industrywide quarter-to-quarter gain for total volume of $567 billion. Fannie Mae is more bullish in its June forecast, with expected volume of $594 billion, a near 9% increase from the first quarter.

“We view the strong volume performance by the banks as a positive sign for the more production-focused nonbanks in our coverage,” wrote BTIG analyst Doug Harter in a note after the three earnings were released. “Top pick Rithm Capital and United Wholesale remain our preferred names for the sector.”

The combined volume gain also exceeds an 11% increase in mortgage-backed securities issuance for the quarter, he said.

In a second quarter earnings preview report released on July 13, Harter expected a 3% quarter-to-quarter volume increase in the five companies he covered; this ranges from a 9% gain for Rithm to a 3% drop for PennyMac Financial Services. His volume projections have Rocket moving ahead of UWM for the No. 1 spot.

“Net/net, we’d characterize the quarter as positive for volume, although it remains unclear if this reflects industry volume or if banks are taking share from nonbanks,” Bose George of KBW wrote in his read through of the earnings data.

JP Morgan Chase’s gain-on-sale margin

Only Chase provides gain-on-sale information, and it reported an 85 basis point margin for the quarter. It was approximately 45 basis points lower versus three months prior.

“This compares to our expectation of a 4 basis point increase in GOS margins for our coverage in the quarter,” Harter commented. “We would note that bank GOS margins have historically been much more volatile on a quarterly basis than our nonbank coverage, which limits the near-term comparability between the two.”

George feels Chase’s GOS was worse than expected, given it was a seasonally strong quarter for volume, albeit dealing with higher-than-average mortgage rates. It is also hard to notice trends given that Chase is now the only one of these banks providing the data point in this area.

“However, GOS margins could have been impacted by pipeline hedge losses or other one-time items,” he noted. “We are modeling fairly flat gain-on-sale margins by channel for the nonbank mortgage originators.”

MSR valuation changes at the three banks

Both BTIG and KBW calculated these three banks’ mortgage servicing rights valuations rose just 1 basis point, which brought it to 1.4%, the latter said.

“The companies do not disclose the average servicing fee, and we assume that it remains roughly unchanged (a change in the average servicing fee could impact this valuation),” George said. “We are expecting MSR values to be up modestly on the increase in mortgage rates in the quarter.”

Similarly, for the company’s BTIG covers, Harter is forecasting a low single digit increase in MSR values for the period.

Mortgage earnings at JPMorgan Chase and Wells Fargo

In the second quarter, Chase reported mortgage fees and related income of $325 million, made up of $147 million of production revenue and $178 million of net servicing revenue.

This was up from $303 million in the first quarter ($178 million origination and $125 million net servicing), but down from one year ago, when this line item was $347 million ($151 million origination and $196 million net servicing).

Mortgage banking noninterest income in Wells Fargo’s consumer banking business was $154 million, down from $163 million one quarter prior and $169 million one year prior.

Home lending revenue of $762 million for the second quarter compared with $787 million in the first quarter and $821 million a year ago.

Bank of America does not break out this information.



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Might be a better option than the same Amazon deal with stacks. 

Hat tip to reader Hubert

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