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Thailand Grants 5-Yr Capital Gains Tax Exemption For Crypto Trades On Licensed Platforms

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Thailand’s government has introduced a temporary tax relief measure designed to support cryptocurrency activity within its regulated financial system. The Finance Ministry confirmed that capital gains arising from crypto trading will be exempt from tax for a five-year period running from 1 January 2025 to 31 December 2029.

The relief applies solely to profits generated through platforms that hold licences issued by the Thai Securities and Exchange Commission.

These include authorised exchanges, brokers and dealers.

Trades executed on unlicensed venues, decentralised exchanges or peer-to-peer channels fall outside the exemption and remain fully taxable.

In addition, income derived from mining or staking continues to be treated as taxable under existing rules.

Officials present the policy as a deliberate effort to increase participation on supervised platforms.

By removing the capital-gains burden for a defined window, the authorities hope to improve liquidity, encourage more investors to migrate to licensed venues and strengthen Thailand’s standing as a regional centre for digital assets.

The move builds on the regulatory foundations first laid in 2018, when the country placed cryptocurrencies under SEC oversight and began constructing a formal framework for the sector.

Market observers note that the exemption lowers the cost of frequent trading and may therefore stimulate higher volumes on compliant exchanges.

At the same time, it creates a clear compliance incentive: only those who route their activity through approved intermediaries will enjoy the tax holiday.

Investors who continue to operate outside the regulated perimeter, or who generate returns from mining and staking, will still face ordinary capital-gains obligations.

The temporary nature of the measure is equally significant. Because the exemption expires at the end of 2029, market participants are advised to incorporate the sunset date into longer-term planning.

Future governments may choose to extend, modify or withdraw the relief, so reliance on the current rules beyond that horizon carries uncertainty.

Taken together, the announcement signals Thailand’s objective of fostering a lively digital-asset market while preserving regulatory control.

By linking tax advantages exclusively to licensed intermediaries, the authorities reinforce the preference for supervised channels without imposing an outright ban on other forms of crypto activity.

For active traders the policy offers immediate cost relief; for the broader ecosystem it represents another step toward integrating digital assets into the mainstream financial landscape. As with any tax change, individuals and businesses should verify their specific circumstances with qualified advisers to ensure full compliance and to maximise the available benefits while the exemption remains in force.



How Actress Mashal Khan Stepped into Stock Markets and Investing! #Sarmaayapk #MashalKhan #P #shorts

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How Actress Mashal Khan Stepped into Stock Markets and Investing! #Sarmaayapk #MashalKhan #P #shorts



How Actress Mashal Khan Stepped into Stock Markets and Investing!
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Short Sales Are on the Rise Nationwide, Offering Investors Bargain Deals—Here’s What You Need to Know

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In the heady days following the 2008 real estate collapse, entire seminars were devoted to short sales. Investors walked out with binders filled with scripts on how to talk to a bank’s loss mitigation department and what to photograph to convince them that their property was a financial money pit, increasing the chances that they would let them buy it for pennies on the dollar.

We might not be back there yet, but the upward spiral of property taxes and insurance costs and the downward trend of house prices have left banks with toxic assets they’re in a rush to get rid of—offering investors the chance to pick some low-hanging real estate fruit.

Short Sales Are a “Growing Corner of the Market”

Foreclosures are currently outnumbering short sales 2-to-1, according to a new Realtor.com report. While short sales remain at historically low numbers, they are creeping up, hinting at worse to come should real estate holding costs continue to do likewise.

According to the report, nearly 30,000 short sales took place in the U.S. in 2025, accounting for 28% of distressed home sales and just 0.6% of all home sales—a far cry from 2012, when they made up 9% of all sales.

Explained Realtor.com economist intern Glen Morgenstern in the Realtor.com article: “Then the market recovered. Homeowners rebuilt equity, short sales faded along with foreclosures, and the crisis-era programs wound down. Today, short sales are a small corner of the market but a growing one.”

The Heaviest Short Sale Concentrations Are Where Taxes and Insurance Have Spiked

The pace of short sales has been increasing—up 4% from 2023-2024, nearly 10% from 2025-2026, and now a 16% increase so far in 2026. This is partly due, Morgenstern says, to pandemic-era protections being phased out. The heaviest concentrations are located in areas where expenses such as taxes, insurance, and HOA dues have skyrocketed, causing foreclosures and thus short sales to spike.

“They’re having payment shocks from taxes and insurance…along with potential job distress,” Marina Walsh, an economist at the Mortgage Bankers Association, told the Wall Street Journal, adding that this “layering effect” is creating distress, especially for recent buyers.

Where Short Sales Are Clustering

Realtor.com’s July 2026 analysis identifies Lakeland, Florida—which has 3.5 short sales for every foreclosure—as the leading short sale market in the country, with 6.7% of local listings categorized as short sales in May. Next came: 

  • Colorado Springs, Colorado (5.8% of listings)
  • Putnam, Connecticut (5.6%)
  • Pueblo, Colorado (5.2%)
  • Vallejo, California (4.5%)

Many of these areas have certain things in common. Homeowners bought at the top of the market just after the pandemic. Inventory has since increased along with taxes and insurance costs, while sales prices have flattened or dropped. It has left buyers underwater, owing more than their house is worth.

A Financial Chokehold

Local real estate agents blame the frenzied low-rate bidding war buying climate that followed the pandemic. Many of those buyers have sub-3% interest rates that they are reluctant to give up, but the additional holding costs have put them in a financial chokehold.

In contrast, interest rates at 6.5% mean new buyers are thin on the ground as inventory increases. This has been particularly acute in Florida, where home insurance costs jumped by 75% between 2021 and 2025—almost double the national increase following several high-profile storms—putting homeowners in Lakeland under severe pressure, despite their mortgage payments remaining fixed.

Carolyn Kousky, executive director of the Coalition for an Insurable Future and a contributing economist at the Environmental Defense Fund, told the Miami Herald:

“Coming out of COVID, we had that period of high inflation, we had labor market and supply chain disruptions. All of that made it more expensive to build, and when construction is more expensive, insurers have to pay more claims, and then that means they need higher premiums to compensate for that.”

Buyer Fatigue Exacerbates Homeowners’ Problems

On the buy side, the uptick in holding costs and interest rates has caused a drop-off in sales, further exacerbating underwater property owners. Redfin reports that pending home sales fell 2.2% week over week in the four weeks ending July 12.

“First-time buyers are having a tough time breaking into the market,” said Christine Kooiker, a Redfin Premier agent in Grand Rapids, Michigan. “High mortgage rates mean that even homes in the most affordable price point—under $350,000 in the Grand Rapids area—are a stretch for a lot of buyers, and they’re hard to find and competitive.”

The Short-Sale Strategy for Mom-and-Pop Landlords

For real estate investors, the combination of high costs for owners, elevated rates, and buyer hesitancy has created an environment where all-cash buyers may be able to approach banks and make lowball offers on their distressed inventory.

Although short sales are paperwork-heavy, for a seller, they remain less damaging to their credit than a foreclosure. Investors who can identify homeowners in trouble—either through mailings, skip tracing, PropStream, BatchLeads and text services, bandit signs or REI clubs—might be able to work out a deal to allow them to stay in their home. At the same time, they can negotiate with the bank’s loss mitigation department, giving the owners valuable time to find another home.

For small investors, the short sale playbook has changed little over the last two decades: Offer the bank’s loss mitigation department a win-win scenario. It’s the opportunity for a bank not to have to deal with repairs and the cost of taxes, insurance, and overseeing a vacant property when the current occupants leave. The longer a vacant house sits on the market, the greater the risk of damage and squatters.

Recapping the Process

Specialized agents often handle REO sales, but a robust marketing campaign can identify homeowners in jeopardy before they even get to the pre-foreclosure stage. An investor usually identifies a short sale through one of the following:

  • Public records & pre-foreclosure (notice of default, or NOD, or a lis pendens) in public records
  • The MLS and RE agents
  • Driving for dollars
  • Direct-to-seller marketing

Once a potential short sale has been identified, a lien check should be undertaken before submitting an offer to a lender, which customarily includes a seller hardship letter along with the reasons why a short sale would be in the lender’s best interests (outlining expenses and repairs needed).

Final Thoughts: Beware of Scammers

Securing a short sale can be a process, taking several months and a lot of paperwork. This is why many investors choose to outsource negotiations. 

If you are considering this, be very wary. If a third-party negotiator charges an upfront fee or an “off-the-settlement-statement agreement” or is not licensed, do your research, get testimonials, confirm business addresses and phone numbers, and be prepared to walk away at the merest hint of a red flag.  

By Year Three, Half of Founders Are No Longer CEO. Here’s How to Be in the Other Half.

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Opinions expressed by Entrepreneur contributors are their own.

Key Takeaways

  • The same instincts that helped you build the company begin to limit it — and if every decision still depends on you, the business cannot move faster than your personal capacity.
  • Letting go does not mean becoming disconnected — it means building the conditions for other leaders to make strong decisions without needing your approval, and protecting your calendar for the work only the CEO can do.

Founders are often celebrated for their ability to do everything. In the early stages of a company, that closeness can feel necessary. You are close to the product, the brand, the customers, the operations and the decisions that keep the business moving.

That involvement can be powerful. It helps you understand the details, respond quickly and protect the vision while the company is still taking shape. But there is a point in every growing business when the same instincts that helped you build the company begin to limit it.

If every decision still depends on you, the company cannot move faster than your personal capacity. If every department relies on your direct involvement, growth becomes exhausting instead of expansive. The business may be getting bigger, but your leadership model is still built for the earliest stage.

The pattern is well-documented. When Harvard Business School professor Noam Wasserman analyzed more than 200 U.S. startups, he found that by the time the ventures were three years old, 50% of founders were no longer the CEO. Most did not step down willingly. The founders who lasted were the ones who evolved before the board decided the company had outgrown them.

I have experienced this shift across multiple companies and ventures. As my responsibilities expanded, I had to recognize that my role could not remain the same. The business needed more than my ideas, urgency and energy. It needed strategic leadership, stronger systems and trusted people who could carry the mission with consistency.

The goal is not to stop thinking like a founder. It is to become the kind of CEO your growing company now requires.

Shift from doing to directing

In the beginning, founders are involved in everything because they have to be. You may be making decisions about product one hour and customer experience the next, reviewing finances, refining messaging and solving operational problems all in the same day.

That level of involvement gives you valuable insight. It also creates a habit of being the person who answers every question and fixes every problem.

As the company grows, that habit becomes risky. The organization starts waiting for you instead of moving through clear systems. Team members hesitate to take ownership because they are used to you stepping in. What once created speed eventually creates a bottleneck.

One of the hardest parts of my own transition was learning to release direct control without releasing accountability. Those are not the same thing. Letting go does not mean becoming disconnected from the business. It means building the conditions for other leaders to make strong decisions without needing constant approval.

A practical way to begin: Identify which decisions truly require the CEO and which should live elsewhere in the organization. If everything is treated as mission-critical, nothing is. Founders have to learn to separate high-impact strategic decisions from daily operational choices capable leaders can own.

Build leaders before you need them

A company cannot scale on the founder’s passion alone. Growth requires people who understand the vision, take ownership and make decisions that strengthen the whole organization.

When I think about leadership, I look beyond technical ability. Expertise matters, but so do integrity, accountability, adaptability and communication. A leader who is highly skilled but disconnected from the mission can create progress that looks efficient in the short term but becomes misaligned over time.

This is especially vital in mission-driven work. As my own ventures have grown across wellness, science, sustainability and consumer products, alignment has been just as important as execution. Different brands may have different audiences, but the larger purpose still has to be clear.

Founders should not wait until they are overwhelmed to build leadership capacity. By then, delegation feels rushed and reactive. Start developing leaders while the company is still small enough for people to learn the business deeply.

Give emerging leaders clear expectations. Define what they own. Explain what success looks like. Create enough structure that people can act confidently, and enough accountability that quality does not depend on the founder watching every detail.

Trust is not built through vague encouragement. It is built through clarity.

Protect time for the work only you can do

The founder-to-CEO transition often shows up first on the calendar.

In the early stage, a founder’s schedule is full of immediate needs. That works for a while because the company is still forming and speed is necessary. But as the organization grows, a reactive calendar becomes a reactive leadership style.

The CEO’s time has to reflect the company’s highest priorities — strategic planning, partnerships, innovation, leadership development, long-term decision-making. It also means recognizing that being busy is not the same as being effective.

This is difficult for founders used to being accessible to everyone. I often felt guilty stepping away from daily tasks or declining meetings that once felt important. But if your calendar does not create space for strategic thought, your business will keep moving without enough direction.

One exercise that has helped me: regularly reviewing where my time is going and asking whether it matches the role the company needs me to play now — not the role I played three years ago, and not the role I played when the company was smaller.

A CEO’s most impactful work is not always the most visible work. Sometimes it is the quiet planning, the difficult prioritization and the disciplined decision-making that keep the company moving in the right direction.

Communicate with more structure

In a small company, communication happens naturally. People hear conversations, understand priorities and absorb decisions because everyone is close to the founder. That changes as the team expands.

As more people join the organization, communication has to become more structured. Founders cannot assume that everyone understands the vision simply because it feels obvious to them. Priorities need to be repeated. Decisions need context. Expectations need to be clear enough that people can act without guessing.

This is one of the most underestimated parts of becoming a CEO. The message that feels repetitive to you is the message your team needs to hear again. Consistency creates alignment. Alignment creates better execution.

Strong communication also reduces confusion during growth. When teams do not understand what matters most, they work hard in different directions — which creates frustration, slows decision-making and weakens the culture.

A CEO’s communication should help people understand where the company is going, why and how their work contributes. It does not require long speeches or constant meetings. It requires clarity, consistency and the discipline to reinforce what matters most.

Stay close to the mission

One risk of growth is distance. As the company becomes more complex, founders can become removed from the original purpose that inspired the work. More systems, meetings and layers of leadership create space between the CEO and the people the company serves.

That distance is dangerous, because your mission is not just a brand statement — it is a decision-making filter. For me, staying grounded means regularly reconnecting with the people impacted by the work, the problems we are trying to solve and the purpose behind the companies we are building. Growth introduces complexity, but a mission helps simplify the most important choices.

When a company is small, the mission lives inside the founder. As the company grows, the mission has to live inside the organization. It has to shape hiring, product decisions, partnerships, communication and culture. That only happens when the CEO protects it intentionally.

Grow with your business

The transition from founder to CEO is not a single milestone. It is an ongoing process of self-awareness, adaptation and leadership development. At some point, every founder has to ask a hard question: am I leading the company that exists today, or am I still leading the company I started years ago?

That question can be uncomfortable, but it is necessary. Long-term success depends on your willingness to evolve alongside the business. The founder’s vision may start the company, but the CEO’s discipline helps it scale.

The strongest leaders do not abandon their founder instincts. They refine them. They keep the vision and purpose that built the company while developing the systems, team and strategic focus required to sustain it. That is the transition no one fully prepares you for. It may also be the one that determines whether your company can truly grow beyond you.

Key Takeaways

  • The same instincts that helped you build the company begin to limit it — and if every decision still depends on you, the business cannot move faster than your personal capacity.
  • Letting go does not mean becoming disconnected — it means building the conditions for other leaders to make strong decisions without needing your approval, and protecting your calendar for the work only the CEO can do.

Founders are often celebrated for their ability to do everything. In the early stages of a company, that closeness can feel necessary. You are close to the product, the brand, the customers, the operations and the decisions that keep the business moving.

That involvement can be powerful. It helps you understand the details, respond quickly and protect the vision while the company is still taking shape. But there is a point in every growing business when the same instincts that helped you build the company begin to limit it.

If every decision still depends on you, the company cannot move faster than your personal capacity. If every department relies on your direct involvement, growth becomes exhausting instead of expansive. The business may be getting bigger, but your leadership model is still built for the earliest stage.

Stamp Duty Guide for Every State in Australia

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Stamp duty, otherwise known as transfer or conveyance duty, is a tax imposed by state and territory governments whenever a person purchases a property.

It can apply to owner-occupiers and investors, as well as first home buyers. Though, many jurisdictions waive or discount stamp duty for first home buyers.

In some places, it can even be enforced even when a new owner doesn’t pay a cent for a property, such as when a property is gifted.

While it’s easy to forget about stamp duty when you’re hunting to buy a property, the tax shouldn’t be overlooked. It can add tens of thousands of dollars to a sale transaction and considerably minimise a buyer’s borrowing power.

Property buyers are required to pay stamp duty directly to their state or territory’s revenue office, and the process is generally best handled with the assistance of a solicitor or conveyancer.

Now, let’s get down to tin tacks.

How much is stamp duty?

The amount of stamp duty a buyer must pay will depend on the state or territory in which they’re buying in, as well as the type of property being purchased and its value.

Generally, the more a buyer pays for their home or investment property, the more stamp duty they’ll face.

Every state and territory has a different way of calculating stamp duty, and some jurisdictions offer more generous exemptions and discounts than others.

Stamp duty often runs into the tens of thousands of dollars (though, there are a few ways of getting out of paying it), so you’ll need to factor it into your home buying calculations.

Your Mortgage’s stamp duty calculator can guide you on how much you might be liable to pay when buying a home in your state or territory.

Can you avoid stamp duty?

Some stamp duty exemptions and concessions are available, with many dependent on where you’re purchasing, whether you’re buying your first home, and if you’re planning to occupy the property.

In most places, if property is being transferred between family members as a result of a death or divorce, the new owner will not need to pay stamp duty. Some states also waive or discount stamp duty for first home buyers, and others offer concessional rates for pensioners, downsizers, carers, and farmers.

If you don’t qualify a stamp duty exemption or concession where you live, you might consider purchasing in another state that charges less stamp duty or provides more generous concessions. Otherwise, buying a cheaper property is really the only way to reduce your stamp duty bill.

Why do we pay stamp duty?

State and territory governments say the collected funds are put towards upscaling and improving services like healthcare, law enforcement, planning and infrastructure, to name a few. That said, back in the year 2000, the introduction of the GST was meant to cover the cost of such services. Go figure.

If you’re looking to buy property, it could pay to discuss your stamp duty options with a solicitor or conveyancer prior to purchasing. This could help you be financially prepared and give you the opportunity to forward plan, especially if you need to accumulate extra funds to pay for the tax.

To help you prepare and understand when stamp duty needs to be paid, here is a snapshot of how your state or territory calculates and applies stamp duty.

How stamp duty works in New South Wales (NSW)

Standard stamp duty rates for most NSW properties are as follows:

  • If you spend $103,001 to $387,000: $1,662 plus $3.50 for every $100 over $103,000

  • If you spend $387,001 to $1,290,000: $11,602 plus $4.50 for every $100 over $387,000

  • If you spend over $1,290,000: $52,237 plus $5.50 for every $100 over $1,290,000

  • If you spend over $3,870,000 (Premium rate): $194,137 plus $7.00 for every $100 over $3,870,000

If you’re an eligible first home buyer, you may be able to receive a full exemption if the property you purchase is valued at less than $800,000 or reduced transfer duty if you buy a home for less than $1 million.

Vacant land valued up to $350,000 is also exempt from stamp duty for first home buyers, and they might be able to pay a concessional rate when buying a block valued between $350,000 and $450,000. There is no exemption or concession for land valued over $450,000.

NSW stamp duty needs to be paid to the state’s revenue office no later than three months after settlement day on a property purchase. When it comes to off-the-plan purchases, as long as you plan to reside in the property, there’s a chance you may be eligible to postpone paying tax for up to 15 months, or on the handover of the property if that’s sooner.

How stamp duty works in Victoria

Stamp duty rates for property investors and owner-occupiers purchasing for more than $550,000 in Victoria are:

  • If you spend $130,000 to $960,000: $2,870 plus 6% of the dutiable value over $130,000

  • If you spend $960,000 to $2,000,000: 5.5% of the dutiable value

  • If you spend over $2,000,000: $110,000 plus 6.5% of the dutiable value over $2 million

Owner-occupiers spending less than $550,000 on their property purchase may be eligible for principal place of residence concessional rates:

  • If you spend $130,000 to $440,000: $2,870 plus 5% of the dutiable value over $130,000

  • If you spend $440,000 to $550,000: $18,370 plus 6% of the dutiable value over $440,000

If you’re an eligible first home owner in Victoria, you won’t be required to pay stamp duty as long as your property’s value is $600,000 or less. If it’s priced between $600,001 and $750,000, you’ll be eligible for a concessional rate. Such rates may also be available for pensioners, farmers, and those purchasing a property off-the-plan.

Stamp duty in Victoria needs to be paid by the purchaser 30 days after the property is transferred.

From October 2024 until October 2026, all buyers of off-the-plan strata residential properties will be eligible for a temporary concession that could see them reducing the dutiable value of their property by the value of construction to be completed.

Owner-occupiers and first home buyers may also be eligible for such a discount when purchasing a land and building package or a refurbished low.

How stamp duty works in Queensland

Standard rates for Queensland properties purchased for $75,000 or more are as follows:

  • If you spend $75,000 to $540,000: $1,050 plus $3.50 for every $100, or part thereof, over $75,000

  • If you spend $540,000 to $1,000,000: $17,325 plus $4.50 for every $100, or part thereof, over $540,000

  • If you spend more than $1,000,000: $38,025 plus $5.75 for every $100, or part thereof, over $1 million

Lower stamp duty rates apply to properties you plan to reside in, rather than rent out.

From 1 May 2025, first home buyers who enter into a contract to purchase a new-build home to live in (or vacant land to build a home to live in) will pay no stamp duty regardless of the value of the property.

For established homes, a first home buyer exemption applies if the property you’re purchasing is valued at less than $700,000 and there’s a partial concession for homes valued up to $800,000. Seniors or pensioners are not extended general concessions in Queensland.

In Queensland, stamp duty is payable to the state’s revenue office no later than 30 days after settlement of the property.

How stamp duty works in South Australia (SA)

Standard fees for properties purchased in SA, valued at $250,000 and up, are as follows:

  • If you spend $250,000 to $300,000: $8,955 plus $4.75 for every $100, or part thereof, over $250,000

  • If you spend $300,000 to $500,000: $11,330 plus $5 for every $100, or part thereof, over $300,000

  • If you spend more than $500,000: $21,330 plus $5.50 for every $100, or part thereof, over $500,000

South Australia only provides stamp duty relief for eligible first home buyers purchasing new homes or blocks of land, not those buying already established properties. However, first home buyers claiming stamp duty exemptions aren’t restricted by property value caps.

Stamp duty in SA is usually required to be paid on or before settlement day.

How stamp duty works in Tasmania

Stamp duty on property purchases worth $200,000 and over are as follows:

  • If you spend $200,000 to $375,000: $5,935 plus $4 for every $100, or part thereof, over $200,000

  • If you spend $375,000 to $725,000: $12,935 plus $4.25 for every $100, or part thereof, over $375,000

  • If you spend over $725,000: $27,810 plus $4.50 for every $100, or part thereof, over $725,000

Stamp duty exemptions and concession rates for both first home buyers and pensioners downsizing their homes were scrapped in Tasmania from 1 July 2026.

They were available up to 30 June 2026. 

Stamp duty in Tasmania needs to be paid by the purchaser in the three months after a property is transferred, which is usually included in the paperwork signed on settlement day.

How stamp duty works in Western Australia (WA)

General stamp duty rates for WA property, starting with properties valued at over $150,000 are as follows.

  • If you spend $150,000 to $360,000: $3,135 plus $3.80 for every $100, or part thereof, above $150,000

  • If you spend $360,001 to $725,000: $11,115 plus $4.75 for every $100, or part thereof, above $360,000

  • If you spend $725,001 or over: $28,453 plus $5.15 for every $100, or part thereof, above $725,000

A concessional stamp duty rate is available for those buying an entire WA property worth less than $200,000.

For first home buyers, there is no stamp duty on homes valued up to $600,000 and vacant land up to $450,000 and concessions are available for homes valued up to $750,000 and vacant land valued between $450,001 to $550,000.

Exemptions also apply for first home buyers purchasing strata units and townhouses up to $800,000 with scaled concessions for purchases up to $900,000.

In WA, a buyer has two months after settlement day to apply for a Duties Assessment Notice through the state’s revenue office. Once the office issues the notice, which states the stamp duty rate applicable, a buyer has one month to lodge the payment.

A complete run-down of fees is provided by the state’s revenue office.

How stamp duty works in the Northern Territory (NT)

Out of all the states and territories, Northern Territory has made calculating stamp duty most complicated. It has a complex formula for properties valued up to $525,000. Are you ready for it? It’s:

stamp duty payable = (0.06571441 x V²) + 15V

Where ‘V’ refers to one one-thousandth (1/1000) of the property’s value.

On a $500,000 property, this essentially means you’d be on the hook for $23,928.60 in stamp duty.

If you’re not into algebra, it might be best to input the property value into the stamp duty calculator provided by the NT Government.

Rates for property purchases of more than $525,000 are much simpler to work out and are as follows:

  • If you spend $525,001 to $3,000,000: 4.95% of the property value

  • If you spend $3,000,000 to $5,000,000: 5.75% of the property value

  • If you spend more than $5,000,000: 5.95% of the property value

If you buy a house and land package in the Northern Territory in a single transaction, you may be eligible for a stamp duty exemption regardless of the property value under the House and Land Package Exemption (HLPE). Conditions apply.

The NT Government does not currently offer first home owner exemptions or concessions for stamp duty (although it did for a short period between February 2019 to June 2021).

If purchasing in the NT, stamp duty is payable 60 days after the transfer of the property is legally finalised, which would occur on settlement day.

How stamp duty works in the Australian Capital Territory (ACT)

The ACT is the only Australian state or territory committed to phasing out stamp duty. It aims to replace the revenue raised by transfer tax with ongoing land tax over the 20 years from 2012. 

The ACT calls stamp duty ‘conveyance duty’. Some of the current standard rates for eligible owner occupier property transactions are as follows:

  • If you spend $300,001 to $500,000: $1,608 plus $3.40 per $100 over $300,000

  • If you spend $500,001 to $750,000: $8,408 plus $4.32 per $100 over $500,000

  • If you spend $750,001 to $1,000,000: $19,208 plus $5.90 per $100 over $750,000

  • If you spend $1,000,001 to $1,454,999: $33,958 plus $6.40 per $100 over $1 million

  • If you spend $1,455,000 and over: A flat rate of $4.54 per $100 applied to the total value

ACT has introduced new stamp duty arrangements, including:

  • First home buyers pay no stamp duty from 1 July 2026, regardless of home value or income level

  • Pensioners, eligible NDIS participants, and those who haven’t owned a home for five years will also be eligible for stamp duty exemptions from 1 July 2026

  • No stamp duty payable on unit-titled properties valued at $1.02 million or less purchased by owner occupiers

Conveyance duty forms need to be submitted to Canberra Access no later than 14 days after property settlement. Once the buyer receives a Notice of Assessment back, they then have 14 days to pay the set stamp duty costs.

Stamp duty discounts & grants for first home buyers

It’s important to note that the eligibility requirements for first home owner stamp duty exemptions or concessions may differ from those for first home owner grants in some states and territories.

Don’t assume that being ineligible for one means you’re ineligible for the other. Carefully review the eligibility requirements for both.

In some jurisdictions, you can only be eligible for either a stamp duty discount or a grant, but in others, you may be able to claim both.

Make sure to do your homework on this or seek professional advice.

How do I calculate my stamp duty?

A quick way to estimate how much stamp duty could cost you is to use a stamp duty calculator. Just enter your expected purchase price, your state or territory, and whether you’re a first home buyer, owner-occupier, or investor to get a projection of stamp duty costs.

Where is the cheapest stamp duty in Australia?

The cost of stamp duty varies depending on which state or territory you buy in. Each government sets its own rates and thresholds, which means properties of the same value can attract very different stamp duty costs across the country.

As a rule of thumb, Queensland often has some of the lowest stamp duty bills for buyers, while Victoria generally ranks among the most expensive. However, concessions and exemptions – particularly for first home buyers – can change the picture considerably.

If you’re comparing stamp duty across states and territories, it’s worth using a calculator that factors in local rules, property value, and buyer type, so you can see exactly how much you’d pay in each location.

Finding a competitive home loan

The costs associated with buying a home can seem insurmountable. That’s why it’s important to seek out a competitive home loan at a time when every cent counts. The table below features owner occupier loans with some of the lowest interest rates on the market.






Lender Home Loan Interest Rate Comparison Rate* Monthly Repayment Repayment type Rate Type Offset Redraw Ongoing Fees Upfront Fees Max LVR Lump Sum Repayment Extra Repayments Split Loan Option Tags Features Link Compare Promoted Product Disclosure

5.94% p.a.

5.98% p.a.

$2,978

Principal & Interest

Variable

$0

$530

90%
  • Available for purchase or refinance, min 10% deposit needed to qualify.
  • No application, ongoing monthly or annual fees.
  • Dedicated loan specialist throughout the loan application.
Disclosure

5.89% p.a.

5.80% p.a.

$2,962

Principal & Interest

Variable

$0

$0

80%
  • A low-rate variable home loan from a 100% online lender.
  • Backed by the Commonwealth Bank.
Disclosure

6.04% p.a.

6.08% p.a.

$3,011

Principal & Interest

Variable

$0

$530

90%
  • Available for purchase or refinance, min 10% deposit needed to qualify.
  • No application, ongoing monthly or annual fees.
  • Dedicated loan specialist throughout the loan application.
Disclosure



Important Information and Comparison Rate Warning

Important Information and Comparison Rate Warning



Details correct as of June 2026.

Image by Ylanite Koppen via Pexels.

Article first published by Nina Cuturic. Last updated by Denise Raward.

First published in April 2025

Offerpad (OPAD) Q2 2026 Earnings Call Transcript

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Offerpad (OPAD) Q2 2026 Earnings Call Transcript


Image source: The Motley Fool.

DATE

Monday, Aug. 3, 2026 at 4:30 p.m. ET

CALL PARTICIPANTS

  • Vice President of Investor Relations and Communications – Cortney Read
  • Chairman and Chief Executive Officer – Brian Bair
  • Chief Financial Officer – Peter Knag

TAKEAWAYS

  • Total Revenue — $77.7 million for Offerpad Solutions Inc. (OPAD -1.04%), representing a 52% decrease compared to the second quarter of 2025 due to reduced transaction volume as the company focused on inventory health.
  • Real Estate Transactions — 295, reflecting a 48% decline versus last year but sequential progress from the previous quarter.
  • Gross Margin — 9.2%, up from 6.9% in the first quarter of 2026 and marking its highest level since the third quarter of 2023.
  • Contribution Profit After Interest — $13,500 per real estate transaction, increasing 36% year over year and 145% sequentially.
  • Net Loss — $9.3 million, an improvement from a $10.9 million loss in the second quarter of 2025.
  • Adjusted EBITDA — a loss of $6.2 million, representing the second consecutive quarter of sequential improvement toward positive territory.
  • Unrestricted Cash — $33.1 million, which grew 46% year over year from $22.7 million.
  • Total Liquidity — more than $55 million, including the fair market value of the current home inventory.
  • Contract Signings — 256 in June, nearly doubling from 129 in April as conversion improved.
  • Homes Acquired — 268, a 70% increase compared to the first quarter of 2026.
  • Aged Inventory — fewer than 10 homes, down from over 100 in 2025, which significantly reduced margin pressure from older book sales.
  • Operating Expenses — $13.3 million excluding property costs, down from $17 million in the prior-year period.
  • Renovate Revenue — $4.8 million, contributing to fee-based revenue diversification for third-party clients.
  • Average Time to Cash — 119 days in June, which aligns with management targets of 100 to 120 days.
  • Inventory Sales Velocity — 82 days for nonaged homes during the second quarter, compared to 339 days for aged inventory.
  • Service Mix — 30% of transactions were fee-based (Brokerage and Marketplace), up from 20% in the first quarter of 2026.
  • Q3 2026 Guidance — 350 to 400 real estate transactions, representing a 19% to 36% sequential increase.
  • Q3 2026 Revenue Outlook — $90 million to $100 million.
  • 2026 Run-Rate Target — a quarterly exit rate of approximately 1,000 transactions and positive adjusted EBITDA.
  • Cost Structure Reductions — over $140 million in annualized expenses removed since 2022 to improve operating leverage.
  • Conversion Rate — 1 in 3 post-inspection final offers converted to signed contracts in June.

Need a quote from a Motley Fool analyst? Email [email protected]

RISKS

  • CFO Knag stated, “Cash Offer Marketplace has moved more slowly as some institutional buyers pull back,” impacting the growth rate of capital-light transaction volumes.

SUMMARY

Management reported that the company’s rebuilding phase has largely concluded, with operations now pivoting toward scaling transaction volume within a leaner cost structure. The company stated that it is leveraging its multi-solution platform to diversify revenue through fee-based services such as Brokerage and Renovate, reducing reliance on balance sheet capital. Offerpad indicated that its current cost base is designed to support adjusted EBITDA breakeven at a 1,000-transaction quarterly run-rate, which management expects to reach by the end of fiscal 2026. The company reported that improved home selection and pricing precision are driving multiyear highs in contribution margins as the aged inventory book has been successfully cleared.

  • CEO Bair noted, “The rebuilding phase of Offerpad is largely behind us. The buying engine is back on,” signaling a transition from defensive capital protection to active acquisition growth.
  • Management confirmed that July contract signings exceeded June levels, maintaining an upward trend in the company’s leading indicator for future closings.
  • CFO Knag emphasized that the current 2026 framework does not require incremental capital, stating that existing liquidity and facilities are sufficient for the growth plan.
  • The company is utilizing proprietary AI tools, SCOUT and HENRY, to enhance data-driven decisions for home selection and pricing in high-velocity markets.
  • CEO Bair highlighted that sellers’ expectations are beginning to align with market realities as supply increases, stating that “being a buyer in a buyer’s market is a good place to be.”
  • The Renovate segment is expanding its third-party business by targeting small to midsize renovation players and family offices, with third-party margins ranging from 20% to 25%.
  • CFO Knag stated, “the model is getting healthier, better margins, tighter costs and a cleaner portfolio,” with the fourth quarter expected to reflect current signing momentum.

INDUSTRY GLOSSARY

  • iBuying: A real estate business model where companies use technology to make immediate offers on homes, offering sellers a faster and more certain transaction.
  • Contribution Profit After Interest: A metric reflecting gross profit minus direct selling costs, holding costs, and interest expense associated with specific home sales.
  • Adjusted EBITDA: A non-GAAP measure that adjusts net income to exclude interest, taxes, depreciation, amortization, and stock-based compensation.
  • Cash Offer Marketplace: A platform matching home sellers with institutional and third-party buyers instead of Offerpad purchasing the property directly.
  • Renovate: Offerpad’s business unit providing renovation and repair services for both its own inventory and external residential property owners.
  • SCOUT and HENRY: Proprietary artificial intelligence and data modeling tools used by the company to analyze markets and price individual properties.

Full Conference Call Transcript

Operator: Good afternoon and welcome to Offerpad’s Second Quarter 2026 Earnings Conference Call. My name is Megan and I will be your conference operator today. [Operator Instructions] With that, I’ll turn the call over to Cortney Read, Offerpad’s Vice President of Investor Relations and Communications.

Cortney Read: Good afternoon, and welcome to Offerpad’s Second Quarter 2026 Earnings Call. Management’s remarks today are prerecorded and accompanied by a presentation. A live question-and-answer session will follow. During the call today, management will make forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. Forward-looking statements are inherently uncertain, and events could differ significantly from management’s expectations. Please refer to the risks, uncertainties, and other factors related to the company’s business described in our filings with the U.S. Securities and Exchange Commission. Except as required by applicable law, Offerpad does not intend to update or alter forward-looking statements, whether as a result of new information, future events, or otherwise.

On today’s call, management will refer to certain non-GAAP financial measures. These metrics exclude certain items discussed in our earnings release under the heading non-GAAP financial measures. The reconciliations of Offerpad non-GAAP measures to the comparable GAAP measures are available in the financial tables of the second quarter earnings release on Offerpad’s website. With that, I’ll turn the call over to Brian Bair, Chairman and Chief Executive Officer.

Brian Bair: Thank you, Cortney, and welcome everyone. Before we get into the quarter, I’d like to take a step back and talk about where we are as a company. Over the past 18 months, we made a series of deliberate decisions that weren’t designed to maximize short-term volume, they were designed to build a stronger company for the long-term. We protected capital, we sold through our aged inventory. When we set our cost structure, we put the right people in place across pricing, operations, and every product line, expanded from a single product company into a multi-solution platform and embedded artificial intelligence across our business. None of those investments were made to improve 1 quarter.

They were made to improve the next decade. We believe those investments are now beginning to translate into measurable operating momentum. The rebuilding phase of Offerpad is largely behind us. The buying engine is back on. I’ll be walking through several visuals during the call. So I encourage you to follow along on your screen. First, the quarter itself. We guided to 300 to 350 transactions and $80 million to $90 million in revenue. We came in at 295 transactions and approximately $78 million in revenue, while still delivering another quarter of improved adjusted EBITDA. Alongside those numbers, I’ll walk you through some leading indicators, contract signs and acquisitions.

We think they’re helpful for understanding where the business is headed as we scale. For the past year, you’ve heard us talk about discipline. You’ve heard Peter walk through our cost structure. You’ve heard us talk about contribution margins, conversion, and the investments we’ve made in our operating platform. Those weren’t separate initiatives, they were always the same operating framework. The one that’s been guiding how we run this business. By sharing that framework with you today, we want to give you a clear view into how we make decisions, allocate capital, and measure progress. It’s also the context behind everything we’ve reported over the past year. That framework comes down to 3 objectives. Let’s start with the first.

Scale transactions through discipline growth. That’s straightforward. But here’s what it actually means. We’re not chasing volume for its own sake. We’re using better home selection, more precise pricing, and the data we built over the past several years to grow where we believe we can generate the strongest outcomes. Our target hasn’t changed, approximately 1,000 transactions a quarter, the level we believe our current cost structure supports at break-even. But that’s not where the plan stops. Beyond break-even, the plan illustrates the operating leverage available as we scale towards levels we have achieved before. For example, the company averaged approximately 3,500 quarterly transactions in 2022. Here’s the visual that helps illustrate how we get there.

Starting with the question you may have, how do we get from roughly 300 transactions today to our goal of around 1,000 a quarter? Start on the left. Every closed transaction starts as a signed contract. In April, we signed 129. That grew to 163 in May and 256 by June, nearly double where we started. Now take a look at the middle. Roughly 30 days after signing, approximately 90% of contracts become acquisitions. We acquired 268 homes in quarter 2, nearly 70% more than the quarter before. That momentum continued into July, where we acquired roughly 200 homes in a single month as the stronger June and July signings work their way through.

This growing pipeline is expected to drive higher transaction volumes in the second half of fiscal 2026, as homes typically sell within 120 to 150 days after signing. Think about it this way. We expect another meaningful step-up in acquisitions in the third quarter. And we can say that with real confidence because most of the activity is already signed. It’s sitting on the left side of this chart right now moving through the pipeline. Now let’s look at the right side. Roughly 90 to 120 days after acquisition, a home sells, which means the fourth quarter is largely being built right now, not in the fourth quarter itself.

Today’s signings become tomorrow’s acquisitions, and those acquisitions become tomorrow’s home sales. So when you look at our third quarter transaction guidance next to our longer-term target, remember, those quarter 3 closings were mostly locked in by contracts signed earlier in the year, before conversion improved. Quarter 4 is where you’ll really start to see today’s stronger performance show up. And 1 more thing to highlight, our platform is now broader than Cash Offer. Cash Offer Marketplace and Brokerage Services, shown in light blue on the chart, widen the pool of sellers we can serve and generate fee-based revenue with little to no balance sheet capital. What you’re seeing here is execution, not spending.

The growth in signs I just showed you happened without meaningful increase in marketing. It’s conversion. We’re converting demand we already had. The second objective is expanding contribution margin. And this is where we made some of our most meaningful progress this quarter. This chart shows the annual picture. Margins compressed through the market slowdown, bottomed out in loss in 2023, and have been recovering since, with 2025’s numbers still weighed down by the aged inventory we’ve been working through. But look at what’s happening inside this year, quarter to quarter. Contribution profit after interest reached $13,500 per real estate transaction in Q2, up from $5,500 in quarter 1, our strongest quarter since 2023. First we cleared the aged book.

It peaked at more than 100 homes in 2025. We slowed acquisitions, got it under 30 by quarter 1, and we’re at under 10 today. What remains consists primarily of homes acquired during the past 2 quarters. Second, we’re moving faster. Our aged homes have taken around 339 days to sell. Our quarter 2 non-aged homes sold in approximately 82 days, well ahead of our 100 to 120-day target. That velocity is what’s driving the stronger margins and putting us on the path toward adjusted EBITDA profitability. Our third objective is driving operating leverage. Over the past several years, we’ve fundamentally reset our cost structure, removing more than $140 million of annualized operating expense.

These weren’t cuts tied to the housing market. They were structural changes, and they’ve left us with a leaner, more efficient business. This chart shows what that means. At today’s volume, around 295 transactions a quarter, we’re on the steep part of the curve, where fixed costs aren’t yet fully absorbed. At a 1,000 transactions, the level our cost structure is built for, cost per transaction drops sharply because that cost base doesn’t grow in step with volume. Every transaction beyond the point should flow more directly to earnings. Those are the 3 objectives that guide how we run this business: disciplined transaction growth, expanding contribution margin, and operating leverage.

Today, they’re the framework behind every decision we make, every dollar we allocate, and every result we measure ourselves against. I’d encourage you to spend a few minutes with our full operating plan on our Investor Relations website. It goes deeper into each of these 3 objectives, the data behind them, and how they connect to our path to profitability. Peter will now take you through our financial results and guidance in detail.

Peter Knag: Thank you, Brian. For the past year, we’ve been telling you the model is getting healthier, better margins, tighter costs and a cleaner portfolio. This quarter, you can see it in the numbers themselves. The model is straightforward. Higher transaction volume multiplied by stronger contribution profit per transaction on a largely fixed cost base drives adjusted EBITDA. Let’s start with what we produced. Revenue was approximately $78 million on 295 real estate transactions. But the number I point you to this quarter isn’t the top line, it’s what each transaction earned. Gross profit was $7.1 million, up from $5.6 million in the first quarter and that gain came on slightly lower revenue.

Gross margin improved to 9.2% up from 6.9% last quarter, our best since third quarter of 2023. As Brian stated, contribution profit after interest reached $13,500 per real estate transaction, up 36% year-over-year and 145% quarter-over-quarter. Earning more gross profit on less revenue is exactly what you’d expect when the improvement comes from unit economics and mix rather than volume. Underneath the top line, our revenue base is diversifying. Brokerage Services and Cash Offer Marketplace drove much of the higher margin mix I just mentioned, and Renovate contributed $4.8 million of revenue this quarter. Together, these fee-based offerings deepen both our margins and our reach without adding balance sheet risk.

On the cost side, quarterly operating expenses, excluding property costs, were $13.3 million, down from $17 million a year ago, and down from a high of over $50 million per quarter in 2022. We’ve held that cost base largely fixed by design. That will drive incremental volume to convert into profit rather than overhead as we scale. Adjusted EBITDA loss for the second quarter was $6.2 million, an improvement from a $6.7 million loss in the first quarter. Another quarter of sequential improvement towards positive adjusted EBITDA before the year-end. We ended the quarter with $33.1 million in unrestricted cash, up 46% year-over-year and total liquidity of more than $55 million, including the fair market value of our inventory.

Cash Offer and Brokerage Services are leading the acceleration, while Cash Offer Marketplace has moved more slowly as some institutional buyers pull back. Our 2026 framework doesn’t require incremental capital. Our liquidity, facilities and growing fee-based revenue support the plan as it stands. If Cash Offer demand runs ahead of plan, we may bring in additional working capital to meet it. We have a clear path forward either way, and we’ll keep looking for opportunities that improve our flexibility or lower our cost of capital, which has already come down significantly over the past 2 years. Now to the outlook.

For the third quarter, we expect 350 to 400 real estate transactions across Cash Offer, Cash Offer Marketplace, and Brokerage Services. Total revenue of $90 million to $100 million and a narrower adjusted EBITDA loss compared to Q2, continuing our sequential progress towards positive adjusted EBITDA. Our full year objective is unchanged. Exit 2026 at a run rate of roughly 1,000 transactions a quarter and reach positive adjusted EBITDA before the year-end. It’s worth reiterating what’s compounding underneath those numbers. The signings that accelerated through the second quarter become acquisitions in the third quarter and closings in the fourth. And they’ll carry the stronger unit economics of a cleaner portfolio. So as volume grows, the effect compounds.

More transactions, each 1 worth more than it was a few quarters ago, landing on a cost base we’ve held largely fixed. Higher volume, higher margin per transaction, and disciplined costs are 3 forces building on each other. To close, margins are at multi-year highs, the cost base is disciplined, and leading indicators are moving in the right direction. The pieces are in place. Now it is about execution quarter after quarter. With that, we’re ready to take your questions.

Operator: [Operator Instructions] Your first question comes from the line of Ryan Tomasello with KBW.

Ryan Tomasello: Brian, congrats on the nice progress in the quarter. Regarding the 1,000 transaction target by year-end, understand the positive forward indicators here that you’re pointing to that give you confidence in that target, but can you just help us understand what are the main drivers of the meaningful step-up from 3Q to 4Q? And is that target of 1,000 transactions dependent on any concentrated volume from specific institutional partners or any other partnerships that might need to come online to hit that level?

Peter Knag: Hey, Ryan, it’s Peter. So I’ll take the last piece first so I don’t forget, but it is not driven by institutional partners. Among the 3 products, the 2 that are growing the most significantly, we talked about Cash Offer, that’s 1. But also our Brokerage Services is growing fairly rapidly, too. And you can begin to see some of that in the trending schedules that are on the IR site. So, yes, I’d point back to the — as Brian identified in his prepared remarks, there’s if you add up the 3 months in the quarter, there’s about 550 signs just for product number 1, just for the Cash Offer.

And those signs, if at a 100 to 110-day time to cash, those signs convert into a similar number of dispositions roughly 100 or 110 days later. So that’s 1 really important driver and the signs are up very significantly again. And then again, I’d point to the Brokerage Services, which is also growing rapidly. Both of those together, without any dependency on partners, will get us to the exit rate of 1,000 transactions.

Brian Bair: One thing that I’ll just add, Ryan, you and I have talked about this in the past. Our demand has stayed very, very strong. We still get thousands and thousands of sellers that are very engaged coming to us every month to sell their home. And so with less marketing spend, we’re seeing more and more demand for our products. And so, as we’ve talked about that, again, that’s a lot of leverage for pricing. And so, right now, as we look at some of the — we call it velocity areas that we’re buying, areas that we think are when we buy the home, it’s going to turn, we can buy, renovate it and sell it within 100 days.

So we’ve spent countless hours and data and trying to figure out where those markets are. We’ve made a lot of progress on that, but our demand is still there. Demand has always been there. It’s just dependent on what we want to pay for homes. And so we’ve been disciplined in the past, making sure with the uncertainty or when we see homes moving too slow in certain markets. But in the areas that we’re seeing, we’re getting smarter with our marketing spend, where those marketing dollars are spent, that it’s driving customers, we know we’re going to have a better, that homes that we want to buy, a better chance of buying that home.

And then we’re giving them a stronger offer, whether or not they take our offer, they’ll also then use our other products. They can use our listing services and some of the other products as well. So that’s where you’re seeing the growth come from. And we’ve been through a lot of playing defense. Now we’re focused on playing offense and buying homes, and we definitely have the demand to do that.

Ryan Tomasello: That’s all very helpful. And then on…

Operator: Your next question comes from the line of Dae Lee with JPMorgan.

Dae Lee: I have 2. First one, maybe for Brian. When you look at your June contract signing, I mean it is a very strong inflection relative to the prior month. Just wondering, I understand your business is running on all 4 cylinders and having great momentum. But was there anything else like product-wise or region-wise or from an underlying industrial or industry dynamic that drove that strong inflection? And do you have any update to share on how your July month might be trending?

Brian Bair: Sure. So we continue to see strong just across the board. I tell you the — but not really an inflection. Like I said, we’ve been — really for the last several months, we’ve been working on products like SCOUT and HENRY. And some of them are farther advanced than others as far as what we’re doing and to help us get smarter where and how we’re buying homes. And in this environment, we are hyper-focused on active inventory.

And so how the areas that are normally interior homes, like one of the things you’re going to see is you’re going to see our price point start to tick up a little bit because we’re buying more homes in the interior, high velocity, strong school scores, that, but also one of the other things we’re doing in some of those areas, we realized we don’t have to put as much renovation in some of those homes.

Not all of them, obviously it’s market specific, but because of the affordability, normally the playbook is when you see more supply, you want to put more renovations in there, have your home sell before the others because yours is the nicest on the block. It’s a little different there. Now you have velocity areas and desirable places that people want to live. So, but in general, I would tell you today, it’s specifically hyper-focused on our marketing dollars and marketing to areas that we want to buy homes that we feel strongly that they can move quickly.

One of the numbers I want to highlight is, we’ve got rid a lot of our aged inventory and that was weighing down the entire company, the entire portfolio is inventory weigh when — even when interest rates changed and just navigating this environment. And so we’re down to, I believe less than 10 of those homes right now. And so now, so that kind of got that — got off of our shoulders that was we rebuild our portfolio going forward. Some of our newer inventory is performing like in 85 and 90 days on the market. So we’re moving through our newer stuff very well, so the velocity stuff is working.

So a lot of it is discipline, analytics, but also just making sure that we’re buying homes that we feel that can move fairly quickly.

Peter Knag: Yes, and I just add some context on July. Our July signs was higher than June, so the trend continues to get even better. And we expect that to be the same going into September — in August and September.

Dae Lee: Got it. That’s great to hear. And then follow-up question to you, Peter. When you look at contribution profit after interest per transaction, it’s good to see those reaching multi-year highs. Like how would you describe the performance of that metric relative to your expectations and where do you expect that to trend going into the back half?

Peter Knag: Yes, it will continue to go up based on 2 drivers. Right now, we have, as Brian just highlighted, we have a very new and healthy portfolio of inventory and our expected ROIs across the rest of the year are quite high. The contribution margin after profit — and also the gross margin was a little bit temporarily depressed over the last couple quarters as we sold some aged inventory. So that’s one driver. And the second driver is, which is equally important is our mix. We’ve talked about moving — right now we’re at about 1/3 fee-based services or Brokerage Services or our Marketplace where we sell to other buyers and 2/3 are Cash Offer.

The margin dynamic on those is significantly higher. So as we move — shift to a higher percentage of fee-based services, that will push the margin up even further.

Brian Bair: Dae, one thing just for the question you asked me, and then you can do a follow-up to Peter, but just, I want to highlight this is, one thing that has changed, I think, a little bit, and this is just me and an assumption, but I think sellers’ expectations have changed as well. And if Offerpad’s doing their job, we’re doing all right, we should be 6 months to 9 months ahead of what the market is doing and what sellers know what the market is. And when we — over the last couple of years we’ve seen sellers’ expectations that continued to think we were in a post-COVID housing market that wasn’t there.

So staying disciplined and some of our offers with the lower conversion of what the market value of those homes are. But I think sellers’ expectations have changed a little bit as well as they’re seeing more inventory on the market. Months’ supply going up as well. And so being a buyer in a buyer’s market is a good place to be. And there’s an opportunity there that I think we’re seeing right now as well.

Operator: Your next question comes from the line of Ryan Tomasello with KBW.

Ryan Tomasello: Just in the operating framework here in the deck, you give an example of the transaction mix moving towards, I think, 2/3 capital light transactions from the Marketplace and Brokerage Services versus the 1/3 today. I realize it’s illustrative, but is that generally how you’re thinking about the evolution of the mix from here? And then a separate question on conversion, I guess, maybe dovetailing on what Dae was asking, but what exactly in your mind has been the primary driver of the conversion improvement?

Has it simply been feeling more comfortable leaning into pricing and expanding — I’m sorry, narrowing your margins, or is there something else that you feel like has been a primary driver of the conversion improvement?

Brian Bair: No, we’re staying pretty disciplined with our margins as well. I think it’s, again, it’s locations of areas that we have a high confidence score in our propensity models. That’s very important. The high likelihood that a home, we can buy, renovate it and sell it and what the percentage of that likely is that we can do that within 60 days on the market. We are doing a little bit less renovations in some of those high velocity areas. That’s we’re getting the homes on the market quicker — and because we’re not doing as much renovation. So we’re getting some time on that side of it. There are countless process changes that internally that we have been doing.

As you guys know, I brought in a new management team as we’ve been focused on different things, we’ve been really hyper-focused on conversion at all parts of it from — what — from the marketing dollars that we spend and where we’re spending those marketing dollars, but also the customer journey to the inspection process. So a lot of those processes operationally. I wouldn’t say there was 1 major thing I could say, hey, that’s changing, that’s why this, but all of those things as we get more efficient every day, I said something, we want to get better every day. It sounds cheesy, but we’re trying to figure this out.

And our conversion, I would also tell you that you guys know this isn’t new, but I’m just mentioning it, but we have something internally we call the Power Squad, but they’re our customer communication — our call center customer communication team. That’s been extremely helpful. And so we are continuing to have more conversation because we have 2 types of customers at Offerpad. The ones that come and they want more of a tech experience, like, hey, hands off, just tell me what the price of my home is, come inspect it, and then close. And then we have another seller, it’s a little bit different.

They maybe want to get 80% there through technology, but they need a little bit more hand-holding or answers or those. They want to talk about other products and some of those things. And so we’ve invested in the Power Squad a few months back, that’s been extremely helpful. We’ve always been really good at customer interaction and customer experience. We’ve really taken it to a new level of 7 days a week, trying to be there for customer support. And that is definitely — that’s definitely helping as well. So overall, it’s a lot of things you guys that we put in place over the last year or 2.

I would tell you right now, as we’re starting to see this — starting to finally see this maximized and capitalized on what we’re doing, probably the single biggest lever is our marketing spend and where and how we’re spending those marketing dollars coupled with the operations.

Peter Knag: Yes, if I could jump in and I’d highlight the marketing, that’s a big, tighter, operations and everything Brian talked about, but one of the focus areas of our new Chief Operating Officer has been marketing attribution and that’s also a big driver as well. We’re just getting — our top of funnel is stronger and healthier in addition to all the operational changes.

Brian Bair: And having — when we — we highlighted in the prepared remarks, is at our peak we were doing 3,500-plus transactions a quarter and just kind of what we’ve done in the past and that was only with one product. What’s exciting is when it comes from a conversion perspective is when customers were just making huge strides to when customers come to us, it’s not just — it’s a Cash Offer or no, it’s a Cash Offer, but then what’s the — if the Cash Offer doesn’t work or they want to explore the market, what can I get on the market?

We have some pretty cool listing products out that are different and not as traditional as what you could see, that we help the seller on that side as well. So we’re seeing a really good increase in conversion, a good customer experience on that side as well. And with the whole time, without putting the company more at risk, as far as what we do on our pricing side, we focus very heavily on making the best pricing, the best real estate decision. And what you don’t want to do is try to get volume by paying more than you want to in homes, especially in environments like this. There’s still 4 million transactions.

We want to buy our share of those 4 million transactions in the right areas, the ones that work for our pricing team. And if they don’t, then we’ll move into 1 of our other products.

Peter Knag: Okay. I didn’t hit the second question, the conversion question. So I’ll just hit that quickly, Ryan. You’re right, that’s illustrative. The product mix is super important because it helps us convert at a much higher level. And we are currently at 1/3, as I’ve mentioned, 1/3 the fee-based services and 2/3 Cash Offer. We expect that to move up to around 50%. And then the chart and the operating plan is down the road. Ultimately, we do expect to flip at some point. We’re not ready to talk about or forecast when, but we do expect a flip to a situation where we have higher fee-based services than Cash Offer longer term.

Operator: Your next question comes from the line of Gaurav Mehta with Alliance Global Partners.

Gaurav Mehta: I wanted to ask you on your renovation business. Can you maybe talk about what’s embedded in your ’26 guidance for renovation revenues?

Peter Knag: Hi, Gaurav. We don’t guide separately for Renovate, but what I would say about that business is, it’s a really — it used to be a cost center. And so it’s been a big win for us. It’s a cost center that we’ve converted starting about 2 years ago into a profit center. The financials for the Renovate business are really about double what we report because the work we do on our internal inventory is not part of the external reporting, but just the third-party business that you see information around in the segment reporting and the SEC filings, that is a profitable business at about 20% to 25% margin.

And you can also see some of the trends on the not forward-looking, but historical trends on the — trending schedules on the IR website.

Brian Bair: One thing I’ll add just to the Renovate business that I’m pretty proud of right now is, besides obviously doing Offerpad’s business, a lot of when we started renovation a couple years ago, or started our Renovate business doing it for third parties, we had a lot of large players in there. A lot of the SFRs, a lot of groups in there, we were doing single — we’re doing renovation for. Obviously with some of the new things that are happening with the regulatory side of it, some of those large funds have slowed down their acquisitions, but we at the same time in parallel, we have been focused on small to midsize renovation players.

And we’re doing renovations for very small fix and flippers who maybe do 1 to 5 homes a year to midsize family offices that own a few hundred homes, to across the board — there’s some other large players with different models. And so our renovation continues to grow. We’re still doing it for some — even the larger brands that we’ve mentioned before in the past. And so anyway, just very happy what we’re seeing there. And I always remind everyone, everyone that we’re doing renovation for is normally at their lowest volume. We can, as Renovate picks up, we expect when the market picks up, you see more transaction volume that will definitely grow with that as well.

So I think there is a lot of opportunity in front of Renovate.

Gaurav Mehta: Okay, that’s helpful. I also wanted to ask you on the operating leverage. With the current platform and the current cost structure, how much can you grow your portfolio and the volumes before you have to increase the cost?

Brian Bair: I’ll let Peter give you the smart answer. I’ll give you my answer. One of the things that I’m probably the most excited about what we’ve done is that, we have — we’ve been through a lot over the last couple of years and since the affordability crisis market hit, but I’ll tell you, like, growing this company the first time, how we grow it again to do that will be much, much different. We’re going to be a lot smarter. Obviously the implementation of a lot of the AI and initiatives we have internally. So we’re not going to need the — near the amount of resources to buy a similar amount of homes that we were doing before.

We’ve centralized more things and our logistics and operations is humming. And so from a platform perspective, and this is just from my perspective, is that with the team that we have right now, we have a lot — we could put a lot more volume on that same current team because we’re leveraging other factors of technology and AI and those other different things just as we get smarter. But…

Peter Knag: On the operating expense, it’s largely fixed. There are a few areas, for instance, third-party software platforms where there’s some components that cost will grow a little bit with revenue, but 90%, 95% of our OpEx are truly fixed costs. We’re very excited about the leverage that we’ll see when we get up to 1,000 and beyond.

Gaurav Mehta: All right, that’s helpful. And then lastly, just to clarify… [Technical Difficulty] 4Q number to be positive or you expect to exit the year on a run-rate basis to be faster?

Peter Knag: You cut out. Do you mind repeating the question?

Gaurav Mehta: Yes, I wanted to ask you on the adjusted EBITDA guidance for ’26, positive adjusted EBITDA. So are we expecting 4Q number to turn positive or do you expect the number to be positive on a run-rate basis?

Peter Knag: Right. It’s all run rate, both the 1,000 and the EBITDA are — run rate on exiting the year.

Operator: There are no further questions at this time. This concludes today’s conference call. You may now disconnect.

The Financial Education Doctors Never Got (And How to Fix It Yourself)

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The Financial Education Doctors Never Got (And How to Fix It Yourself)


If someone handed you an extra ten thousand dollars a month, no strings attached, would anything about your practice actually change? How many patients you’d see. How many clinic days you’d keep on the schedule. Whether you’d still be working where you are right now.

Most physicians can’t answer that question with any confidence, and it’s not because the math is hard. It’s because almost none of us were ever taught to do the math in the first place.

Ask any doctor where they learned to manage money, and the answer is usually the same: nowhere, really. Not in undergrad, not in medical school, not in residency. Somewhere between organic chemistry and step exams, personal finance for physicians simply never made it onto the syllabus.

That gap isn’t a minor inconvenience. It quietly shapes nearly every major decision in a medical career: how many patients you see, how many clinic days you schedule, whether you can take a real vacation without checking messages from the beach chair. Most of that traces back to knowing your numbers. Most physicians were never taught how to calculate them.

This isn’t a complaint piece. It’s a look at why the financial education gap in medicine exists, what the research actually shows about it, and a practical framework for closing it yourself, without an MBA or a financial advisor’s permission slip.

Disclaimer: This article is for informational and educational purposes only and does not constitute financial, legal, or investment advice. Any investment involves risk, and you should consult your financial advisor, attorney, or CPA before making any investment decisions. Past performance is not indicative of future results. The author and associated entities disclaim any liability for loss incurred as a result of the use of this material or its content.

There’s a faster way to figure out income beyond medicine

PIMDCON, the #1 Real Estate & Entrepreneurship Conference for Physicians, brings together doctors who’ve already built what you’re trying to create, so you can skip the guesswork and focus on what matters.

LEARN MORE ABOUT PIMDCON

Why Financial Literacy for Physicians Is Worse Than You’d Think

It’s tempting to assume this is just a feeling, the kind of thing doctors grumble about at conferences without much data behind it. It isn’t.

A survey out of the University of Michigan Medical School tested students on basic personal finance questions and found the average student answered a little over a third of them correctly. When those same students were asked whether financial literacy training should be part of their medical education, close to 90 percent said yes. A separate survey of residents found that a large majority had received no personal finance education at all before starting training.

This isn’t a handful of people who happened to miss a lecture. It’s structural. Financial literacy in the U.S. is broadly weak to begin with, and medicine inherits that gap on top of an unusually long, unusually expensive training pipeline.

Why Medical School Skips Financial Education

Think about what actually made the cut in your training. Calculus. Organic chemistry. Both demanding, both important in their own way. But how often do you use calculus in practice today? Now compare that to how useful it would have been to know how to read a profit and loss statement, build a real budget, or evaluate whether an investment opportunity actually makes sense.

That material simply isn’t in the curriculum. There’s a version of this conversation where you start to wonder if that’s convenient for someone, whether an industry benefits when people don’t fully understand their own money. The more grounded explanation is less dramatic: no one planned this gap, but teaching it also was never anyone’s specific job. The effect is the same either way. The incentives never pointed toward fixing it, so it stayed unfixed.

The result is a training model that pushes physicians to work as hard as possible for as long as possible, with almost no instruction on what “enough” actually looks like or how to build income that doesn’t disappear the moment you stop working.

The Good News: Financial Education Is No Longer Gatekept

Here’s where the story shifts from a complaint into something more useful. Physicians today have more access to financial education than any generation before them.

The gatekeeping that used to define this space, where you needed an advisor, a paid seminar, or someone charging a fee just to explain the basics, has largely disappeared. AI tools, YouTube, and online physician communities now offer more free, high-quality information than most financial advisors had access to twenty years ago.

The barrier isn’t information anymore. It’s deciding to go get it.

A Practical Framework for Physician Financial Education

There’s no secret formula here, no private access unavailable to everyone else. It comes down to four consistent sources.

  1. Online research, including AI. Search engines and AI tools are a fast way to get oriented on any financial topic, whether it’s understanding a 1031 exchange or comparing retirement account types. The caveat matters: these tools answer confidently whether or not the answer is correct, so treat the result as a starting point to verify, not a final answer to accept. Cross-check anything with real financial consequences against a second source before acting on it.
  2. Social media and YouTube. Useful for staying current on specific topics or recent developments, less useful as a structured curriculum. If you’re trying to understand one narrow question, like how a backdoor Roth actually works or what’s happening with a specific tax rule this year, this is often the fastest way in. It’s a poor substitute for building foundational knowledge, but a strong tool once you already have some.
  3. Books. Two worth returning to are The Psychology of Money and Die With Zero. Neither is really about tactics. Both are about how to think about money: risk, enough, time, what any of it is actually for. That kind of framework tends to matter more long-term than any single strategy, because strategies change and the underlying thinking doesn’t.
  4. Events and community. This is the most underrated of the four. Being around people who are a step or two ahead, or simply approaching things differently, teaches lessons no book covers. Real-time exposure to people actively trying new approaches surfaces information faster than solo research ever will, and it comes with the added benefit of accountability. It’s one thing to read about an investment strategy. It’s another to sit across from someone who’s actually done it and ask what went wrong.

Consistently drawing from all four keeps you close to good information without requiring a finance background or a spare block of free time.

Subscribe to receive the 7 Steps you can follow to achieve Financial Freedom

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This Doesn’t Require Finding Extra Hours

The most common objection to a framework like this is time. Physicians are already stretched thin, and “read more books and go to more events” can sound like one more obligation stacked on an already full schedule.

In practice, it rarely requires new time, just different use of time already spent. The drive to work. A workout with a podcast instead of music. Half a flight spent reading instead of scrolling. If you’re reading an article like this one, you’re likely already doing some version of this without labeling it as such.

The Responsibility Is on Us, and So Is the Opportunity

The honest conclusion here isn’t a comfortable one: nobody is coming to build this education into medical training. The medical system isn’t particularly incentivized to fix a gap it didn’t create and doesn’t bear the cost of. That’s simply the reality.

But that same fact cuts the other way too. If the responsibility is on physicians to learn this themselves, the opportunity is too. Nobody is gatekeeping this information anymore. The only real barrier left is deciding to use the sources already available.

“Nobody ever taught me this” is a fair explanation for why the gap exists. It’s a much weaker excuse for why it stays that way, given how accessible the information has become.

If you’re looking for a room full of physicians actively doing this kind of work, that’s part of what we built PIMDCON around, a place to learn alongside people navigating the same gap, not a substitute for doing the work yourself.

Were these helpful in any way? Make sure to sign up for the newsletter and join the Passive Income Docs Facebook Group for more physician-tailored content.

Peter Kim, MD is the founder of Passive Income MD, the creator of Passive Real Estate Academy, and offers weekly education through his Monday podcast, the Passive Income MD Podcast. Join our community at the Passive Income Doc Facebook Group.

Disclaimer: I am not a CPA, attorney, or financial advisor. The information in this post is for educational purposes only and should not be construed as tax, legal, or financial advice. Please consult a qualified professional about your specific situation before making any decisions.

Further Reading



Hyatt Place and Hyatt Select Promo: Earn Up to 30K Bonus Points

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Hyatt Place and Hyatt Select Promo: Earn Up to 30K Bonus Points


Hyatt Place Promo: Earn 3K Bonus Points on 3-Night Stays

World of Hyatt members can earn up to 30,000 bonus points for stays at Hyatt Place and Hyatt Select hotels in the U.S., Canada, Caribbean and Latin America. You get 3,000 bonus points for every stay of 3 or more nights. Let’s see how this promotion works.

Offer Details

Register now and earn 3,000 Bonus Points on each qualifying stay of three or more consecutive eligible nights completed between June 1 and September 30, 2026. Earn up to 30,000 Bonus Points at participating Hyatt Place and Hyatt Select hotels in the U.S., Canada, Caribbean and Latin America. Terms apply.

PROMO PAGE

Important Terms

  • You must be a member of World of Hyatt in good standing at the time of registration.
  • Only Eligible Stays at participating Hyatt Place and Hyatt Select hotels in the United States, Canada, Carribean, and Latin America completed after registration and between June 1, 2026, and September 30, 2026 (“Promotion Period”) will count towards this promotion.
  • All Eligible Stays must be completed by September 30, 2026.
  • Beginning on your first Eligible Stay after registration and during the Promotion Period, you will receive 3,000 Bonus Points for every Eligible Stay of three (3) or more consecutive nights at a participating Hyatt Place or Hyatt Select hotel in the Americas.
  • All points awarded under this promotion are Bonus Points.
  • For the purpose of this promotion, an “Eligible Stay” is defined as any stay where a member is paying an Eligible Rate or redeems a free night award.
  • Stays on consecutive nights at the same hotel will constitute one stay.
  • Only the room occupied by the member will count toward this promotion.
  • You must provide your World of Hyatt membership number.
  • Please allow two to three weeks after checkout for Bonus Points to be posted to your World of Hyatt account.

Guru’s Wrap-Up

This not a huge bonus. At best you’re getting 1,000 bonus points per night if you do 3-nights stays. But these are easy points if you have any planned stays during the promotion period. It’s always worth registering so you don’t miss out on extra points.

Mon PEA après 4 ANS d'investissement en bourse

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Mon PEA après 4 ANS d'investissement en bourse



📈200€ de frais de courtage offerts pour l’ouverture d’un PEA chez BourseDirect (code parrain à renseigner : 2023849169) :

Pour bénéficier de l’offre, lors de l’inscription, vous aurez la question “Comment nous avez-vous connu ?”
Répondez : “Parrainage” et collez le code parrain 2023849169

Le fichier de suivi de PEA à télécharger :

Tu veux apprendre à mes côtés ? Commence ici 👉

———————————

ME CONTACTER :
📧 Email – dimitrifinancepro@gmail.com
📷Instagram –

Chaîne Sport :

HORODATAGE :
00:00 Intro
00:34 Le déroulement de l’ouverture
03:05 Bilan 2022
07:05 Bilan 2023
12:00 Bilan 2024
15:29 Bilan 2025
17:38 Bilan 2026
19:30 Épargne VS Investissement
22:10 Évolution +/- value
22:57 Plateforme BourseDirect
24:52 Ma nouvelle stratégie 2026
25:50 Outro

⚠️ AVIS DE NON-RESPONSABILITÉ ET DIVULGATIONS
Ce contenu est uniquement destiné à des fins éducatives et de divertissement. Dimitri Finance ne fournit pas de conseils fiscaux ou d’investissement. Les informations sont présentées sans tenir compte des objectifs d’investissement, de la tolérance au risque ou de la situation financière d’un investisseur spécifique et peuvent ne pas convenir à tous les investisseurs. Les performances passées ne représentent pas les résultats futurs. Tout investissement comporte des risques, y compris la perte possible du capital.

Cette description contient des liens d’affiliation qui vous permettent de trouver les éléments mentionnés dans cette vidéo et de soutenir la chaîne sans frais pour vous. Merci pour votre soutien!

source

Best High-Yield Savings Rates for August 10, 2026: Up to 4.15%

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Best High-Yield Savings Rates for August 10, 2026: Up to 4.15%


High-yield savings account rates held steady and even increased going into August. With the Fed holding rates steady, banks are using this opportunity to capture savers.

As of August 10, 2026, some online banks are still offering interest rates up to 4.15% APY. This is still much better than the average of 0.38% APY, according to the FDIC.

Banks and credit unions are constantly adjusting their annual percentage yields (APYs) as markets react to Federal Reserve policy and inflation data, so staying up to date can make a real difference. Here’s where the best savings rates stand today — and what you should know before moving your money.

💰 Today’s Best Savings Rates At a Glance

Here are the best bank and credit union savings accounts rates today:

Bank or Credit Union

Top APY

Balance Requirement

NexBank

4.15%

$1

CIT Bank

4.10%

$2,500

Always.bank

4.10%

$0

Pibank

4.10%
$0

FVCbank

4.01%

$500

1. NexBank – NexBank is the largest privately held bank in Texas and currently is offering up to 4.15% APY in partnership with Raisin. They’re also offering up to a $1,200 bonus for new deposits. 

2. CIT Bank – CIT Platinum Savings a two-tiered savings account. 

Open an account with promo code CITBoost and you’ll earn 4.10% APY* on balances of $5,000 or more for the first six months* — that’s 10x the national average savings rate.

After 6 months, you’ll return to the regular rate of 3.75% APY* with a $5,000 minimum balance. Otherwise you’ll earn 0.25% APY. See website for full details. Read our full CIT Bank review.

3. Always.bank – Always.bank is the digital banking arm of 22nd State Banking Company, they’re currently offering a competitive 4.10% APY with no minimum balance requirements.

4. PiBank – PiBank is the online brand of Intercredit Bank, N.A and offers 4.10% APY with no monthly maintenance fees and no minimum balance requirements. However, lots of consumers complain about only being allow to withdraw via wire transfer. Read our full Pibank review.

5. FVCbank Advantage Direct Savings – FVCbank offers the Advantage Direct Savings Account and currently pays 4.01% APY with no monthly maintenance fees and just $500 minimum balance to open, and you must maintain a balance of $0.01 to earn stated APY. Read our full FVCbank review.

You can find a full list of the best high yield savings accounts here >>

How High Yield Savings Accounts Work And Why Rates Matter?

High-yield savings accounts function just like traditional savings accounts, but they pay a much higher annual percentage yield (APY) — often 10 to 15 times more. You can see how these rates compare to the savings rates at the 10 largest banks in America – and these rates put them to shame.

“The Fed held rates steady again last month, but banks have been slightly increasing their rates lately. The top accounts are all solidly above 4.00% APY.” – Robert Farrington

The banks and credit unions on this list typically always have above-average rates, so even if the Federal Reserve lowers rates and these accounts lower their rates, you’ll still be head. 

For example, a $10,000 balance earning 4.00% APY will generate about $400 in interest per year, compared with less than $20 at a big-bank rate of 0.20%. That gap makes it worth tracking rate changes regularly and switching institutions if your current bank stops staying competitive.

However, we expect more rates to dip below that 4.00% level in the coming weeks.

What To Know Before Opening An Account

Before opening a new account, review the key details that determine how much you’ll earn — and how easily you can access your funds.

  • Watch For Intro Or Promo Rates: APYs can rise or fall at any time. But a strong introductory rate doesn’t guarantee long-term performance. None of the rates listed here are introductory, but some referral codes may only be temporary rates.
  • Transfer Limits: Federal rules no longer cap savings withdrawals at six per month, but many banks still impose limits.
  • Safety: Confirm that the institution is FDIC- or NCUA-insured, which protects up to $250,000 per depositor, per bank or credit union.
  • Access: Many top-yield accounts are online-only. Make sure you can deposit via mobile app and link external accounts for easy transfers.

These details help you separate truly high-performing savings options from accounts that look appealing but may include hidden limitations or slower rate adjustments.

How We Track And Verify Rates

At The College Investor, our goal is to help you make smart, confident decisions about your money. To create this list, our editorial team reviews savings account rates daily across more than 50 banks, credit unions, and fintechs. We verify data using each institution’s official website, rate disclosures, and regulatory filings.

Only accounts available to U.S. consumers and insured by the FDIC or NCUA are included.

Our coverage is independent and editorially driven – we never rank accounts based on compensation. While we may earn a referral fee when you open an account through certain links, this does not influence our recommendations or reviews. Our opinions are our own, based on a consistent evaluation of usability, fees, yields, and customer experience.

FAQs

How often do savings account rates change?

Banks can adjust rates daily or weekly based on market conditions.

Are online banks safe?

Yes — as long as they’re FDIC-insured. Verify coverage on the FDIC’s BankFind site.

Is interest on savings accounts taxable?

Yes. You’ll receive a 1099-INT if you earn $10 or more in interest.

Should I move my money if rates drop?

It depends on the difference in APY and your transfer limits, and frequent rate chasing can reduce returns if transfers take time.

Disclosures

CIT Bank

For complete list of account details and fees, see our Personal Account disclosures.

* Platinum Savings is a tiered interest rate account. Interest is paid on the entire account balance based on the interest rate and APY in effect that day for the balance tier associated with the end-of-day account balance. APYs — Annual Percentage Yields are accurate as of July 1, 2026: 0.25% APY on balances of $0.01 to $4,999.99; 3.75% APY on balances of $5,000.00 or more. Interest Rates for the Platinum Savings account are variable and may change at any time without notice. The minimum to open a Platinum Savings account is $100.

* Platinum Savings APY Boost Promotion Terms and Conditions

This is a limited time offer available to New and Existing customers who meet the Platinum Savings APY Boost promotion criteria.

Accounts enrolled in the Platinum Savings Annual Percentage Yield (APY) Boost promotion will receive a 0.35% APY boost on the Platinum Savings current standard APY tiers for 6 months following the opening of a new account or when an existing Platinum Savings account is enrolled in the promotion. The Platinum Savings APY boost will be applied on account balances up to $9,999,999.00. Account balances above $9,999,999.00 will earn the standard APY. If the standard-published APY should change during the promotion period, the APY boost will move with it, offering an account APY above the standard rate.

The Promotion begins on February 13, 2026, and ends August 31, 2026. Customers enrolled in the promotion prior to the end date will receive the APY boost for the 6-month period outlined in the terms and conditions.

The promotion can end at any time without notice. 

Editor: Colin Graves

Reviewed by: Richelle Hawley

The post Best High-Yield Savings Rates for August 10, 2026: Up to 4.15% appeared first on The College Investor.

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