Home Blog

What Types of Properties Benefit Most From Cost Segregation?


Cost segregation gets talked about like it’s a magic button: run the study, get a huge deduction, and lower your tax bill. And for the right property, that’s a pretty fair description.

But not every property is the right property. Before you spend money on a study, it helps to understand what actually drives the benefit, because it isn’t the same for every asset class or price point.

Short-term vs. Single-Family vs. Multifamily vs. Commercial

Single-family rentals 

These can absolutely benefit from cost segregation, but the dollar impact is usually smaller, simply because there’s less building to work with. A $200,000 single-family rental has far fewer components to reclassify than a $2 million apartment building. 

That doesn’t mean it’s not worth doing. It means the benefit needs to be weighed against the cost of the study itself.

Short-term rental properties

A short-term rental can also benefit from cost segregation, especially when it includes furniture, appliances, flooring, outdoor improvements, and guest amenities. Vacation homes with features such as pools, patios, landscaping, and upgraded interiors may have a larger pool of assets that can potentially be reclassified into shorter depreciation periods.

As with any smaller rental property, the numbers still need to make sense. A high-value short-term rental with substantial improvements may generate meaningful tax savings, whereas a modest condo or cabin may not yield sufficient additional depreciation to justify the cost of a full study.

Multifamily properties 

These tend to be a sweet spot. More units means more of everything: appliances, flooring, parking, site work, and common area finishes. All that adds up to a bigger pool of assets that can be reclassified into five-, seven-, and 15-year property instead of sitting on the standard 27.5-year residential schedule.

Commercial properties 

These often see the largest benefits, especially properties like retail, office, self-storage, and industrial buildings on the 39-year schedule. Because commercial buildings depreciate over a longer period to begin with, pulling components out into shorter lives creates an even bigger gap and a bigger deduction.

Renovations vs. New Builds

A brand-new construction project is the cleanest scenario for a cost segregation study. Every cost is documented, every component is traceable, and the study can allocate the cost basis with a high degree of accuracy.

Renovations are a little different, but they can be just as valuable, sometimes more. When you renovate a property, you’re often replacing exactly the kind of components that qualify for shorter depreciation lives: flooring, cabinetry, appliances, lighting, and site improvements. A cost seg study on a renovation can capture both the original acquisition cost basis and the renovation costs, which means two layers of potential reclassification instead of one.

The key difference is documentation. Renovation studies lean more heavily on contractor invoices, permits, and detailed scope of work, so the paper trail matters more here than it does with new construction.

Value Thresholds Where It Becomes Impactful

There’s no hard rule that says a property needs to be worth a certain amount before cost seg makes sense, but there are practical thresholds where the numbers start to work strongly in your favor.

Generally, properties priced $300,000 to $500,000 and up start to see a study pay for itself many times over. Below that, the fixed cost of an engineer-based study can eat into a meaningful chunk of the benefit, especially on a single small rental. Above that range, and especially once you’re into multifamily or commercial assets worth $1 million or more, the deduction generated typically dwarfs the cost of the study many times over.

This is also where portfolio thinking matters. If you own several smaller properties, some investors run a study across the portfolio rather than property by property, which can make the economics work even when no single property would justify it on its own.

Why Not Every Property Needs It

Cost segregation is powerful, but it isn’t automatic or free. Here are a few situations where it may not make sense:

The property has a small cost basis

Very low-value properties may not generate enough reclassified basis to justify the study fee.

You don’t have income to offset

Depreciation is only useful if you have income (or gains) to offset. If you’re already in a low tax bracket or running passive losses you can’t currently use, the immediate benefit shrinks.

You’re planning to sell very soon

Depreciation you take now can affect depreciation recapture at sale. If you’re flipping the property in the near term, the math can look different than it does for a long-term hold.

The property is close to fully depreciated

There’s simply less remaining basis for a study to work with.

Final Thoughts

All this means cost segregation is a strategic decision, not a default one. The right move is running the numbers on your specific property before committing, which is exactly the kind of analysis a firm like Cost Segregation Guys can walk you through before you ever pay for a full study. Getting that qualification clarity upfront is what turns cost seg from a guess into a genuine strategy.

Capital One Discover Cards: Spend $25 on Amazon, Earn $10 Cash Back


Amazon Offer for Capital One Discover Cards

Capital One is targeting select Discover cardholders with an offer to get $10 cash back when spending $25 on Amazon. The offer is targeted so you need to check your Capital One Offers if you have a Discover card under your Capital One login. Check out the details below.

Offer Details

  • Pay with your Capital One Discover on Amazon (affiliate link). Spend $25, earn $10.
    • 3 card-linked activations remaining
    • Use by Sunday, August 23rd
    • Eligible for one purchase made in-app or on amazon.com
    • Offer can only be used one time per activation.

Important Details

  • For qualifying purchases, the spend requirement must be met in a single transaction, on non-excluded items, after discounts, store credits, and redemption dollars are applied.
  • To earn the payout, you must make an eligible purchase through the Amazon app or at amazon.com using the Capital One card on which you activated this offer.
  • Not eligible for purchases of gift cards.
  • Payouts are usually issued within 45 days of an eligible purchase but may take longer in some cases.

Guru’s Wrap-up

A nice offer for easy savings on Amazon. You need to charge a total of $25 or more to earn $10 back. You should be able to activate the offer three times, for up to $30 in savings. Amazon reloads (affiliate link) should work.

 

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

Better accuses former CEO of unlawful solicitation


Better Home & Finance is asking former CEO Vishal Garg to stop his efforts to regain his position, while accusing him of unlawful solicitation.

Processing Content

In a press release Monday, the company said its founder aggressively solicited shareholders in an effort to gain their support, doing so by misrepresenting facts and in a way that violates federal securities laws.

“Despite this improper and unlawful solicitation, Mr. Garg does not have the votes required to implement his boardroom coup, even including the substantial voting power associated with his own super-voting Class B shares,” Better said in the release. “Mr. Garg’s deluge of press releases and media appearances do reflect his longstanding pattern: he is, as always, focused on himself, making big promises and taking unnecessary risk – and failing to execute.”

Garg’s public comments have revealed confidential information and created unnecessary risk for Better’s plans, business relationships and key strategic initiatives, according to the statement. 

Former Better CEO Vishal Garg

The founder laid out his plans for the company in a press release last week, which included a $30 million stock buyback and a $5 million personal investment as part of a 10b5-1 stock plan. Garg said he would complete the sale of Better’s banking business in the United Kingdom, which he expects will generate about $74 million, and continue the lender’s cost-cutting efforts and growth trajectory as well.

Better’s statement also criticized the company’s performance under Garg. Since 2022, the lender accumulated more than $1.5 billion in GAAP net losses and its stock price fell 90%. Outside of Better, a jury once found Garg in breach of his fiduciary duties and multiple financial institutions have sued him for “flagrant self-dealing,” all of which led to his termination, according to the statement.

The company currently faces a potential legal battle of its own. Multiple law firms have launched investigations into securities fraud regarding Better’s disclosures and leadership changes. After the lender named former hedge fund boss Daniel Lewis interim CEO, Better’s stock price fell $9.98, or 36.56%, to close at $17.32 per share on Aug. 4.

Lewis has been criticized for taking a vacation to the South of France during his first week on the job, to which he responded, “I couldn’t possibly lose $1.5 billion dollars from any location at all,” in an X post Friday.

Two weeks ago, the company’s board of directors, excluding Garg, unanimously voted to move on from him as CEO, which was initially phrased as a mutual agreement. 

Following the drop in stock price, Garg announced in a press release August 13 that he secured support from shareholders representing a majority of the company’s voting power to return as CEO. Garg also requested all but two board directors resign and said he would work under a $1 salary until the lender is profitable and undertake an independent search for a long-term CEO.

Better issued a statement Friday morning, which Garg claimed was done without board approval, that said it would not be bullied into actions that don’t benefit shareholders, before releasing a more personal attack Monday.

Garg has delivered written consents from stockholders representing a majority of the voting power approving the removal of five members, including Lewis, from the board. If any of them fail to voluntarily resign in response, Garg will submit a preliminary consent statement with the Securities and Exchange Commission, according to a Schedule 13D filing.



Is Passive Income for Physicians Actually Real? Here’s the Honest Answer



If you’ve searched some version of “does passive income actually exist,” you’re not being naive. You’re being appropriately skeptical.

Someone I had just met said it more bluntly at a friend’s house recently. He told me flat out he didn’t believe passive income exists. His reasoning: “It’s a fantasy. The idea that you can do nothing and get paid.”

He’s not wrong about the thing he’s describing. He’s just describing the wrong thing.

This distinction matters more for physicians than almost anyone else, because most of us have never operated under any model besides trading time for money. Understanding where that model breaks down, and what actually replaces it, is worth working through carefully.

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.

If you’ve been circling ideas but still feel stuck, you’re not alone.

PIMDCON, the #1 Real Estate & Entrepreneurship Conference for Physicians, is where doctors finally stop spinning their wheels.

Leave with a plan and the confidence to move.

LEARN MORE ABOUT PIMDCON

Why Physicians Are the Purest Case of Time-for-Money Income

Medicine might be the cleanest example of trading time for money that exists in any professional career.

No shift, no pay. No patients, no RVUs. There’s no version of clinical income that keeps flowing while you’re not physically there producing it. And there’s a hard ceiling on top of that: only so many hours in a day, only so many days in a week.

Most physicians never sit down and run this math directly, because the training pipeline is so long and so all-consuming that by the time real income shows up, an entire identity has already formed around this one model. Show up, get paid. Don’t show up, don’t get paid.

It shows up in smaller ways too. Take a vacation, and many physicians get hit twice: no income coming in, plus the cost of the trip going out. Even those on salary with PTO aren’t fully exempt. That time off is usually priced into compensation somewhere, and cutting back further than that tends to show up on the paycheck eventually.

Most working professionals live inside some version of this trade. It’s just more absolute in medicine than almost anywhere else.

Where the Skepticism Is Actually Correct

Before explaining what passive income really means, it’s worth admitting where the skeptics have a legitimate point.

If passive income means doing absolutely nothing, ever, and getting paid forever, that version doesn’t exist. Not for anyone. Not for any physician in any real estate deal, business, or investment portfolio.

If someone is selling that version, the simplest advice is to walk away. That fantasy is exactly what makes people skeptical of the whole concept, and they’re right to be.

The Real Definition: Scalable, Not Passive

A more accurate word than “passive” is scalable.

Scalable income is income that isn’t proportional to the time put into it. That’s a different claim than saying it requires no time at all.

Clinical income sits at the opposite end of that spectrum. Every dollar is tied to an hour worked. Double the income, and hours or intensity roughly have to double too. There’s a ceiling, and it gets hit fast.

Scalable income breaks that link. Real effort goes in upfront. At some point, the income starts growing without a proportional increase in time. That’s the actual shift. Not less work overall. Work that eventually detaches from the clock.

Why the Upfront Work Gets Overlooked

An anesthesiologist colleague once had a patient call to dispute a bill. The complaint: “You were only in the room fifteen minutes, and I got charged this much?”

His response: “I could take longer if that’s what you want.”

The patient priced the visible fifteen minutes. What went unpriced was residency, years of cases before that one, and the training that made fifteen minutes look effortless instead of risky.

That same blind spot shows up whenever someone dismisses passive income after seeing only the payout. What’s missing from view is usually due diligence: learning to read a sponsor’s track record, understand a set of financials, and know which questions actually matter before money moves. None of that happens by accident, and none of it happens quickly.

It’s also worth being straightforward about the limits here. Doing the work correctly doesn’t guarantee the outcome. Markets shift. Sponsors misjudge conditions. Deals underwritten carefully can still underperform. What real due diligence buys isn’t certainty, it’s better odds than skipping the process altogether. That’s a meaningfully different claim than most passive income marketing makes, and it’s the honest one.

Why the Early Numbers Look Discouraging

The hardest part to sit with is this: scalable income looks like nothing at first.

Money goes in, a hard lesson or two gets learned, and for a stretch that can run well past a year, the results look flat, sometimes barely worth the effort. This is exactly where a lot of people quit and conclude the whole thing was a fantasy after all.

A useful data point here: an early distribution check from a first real estate deal for $47. Objectively small. Still worth noticing, because it arrived without a needle going into anyone’s back.

What happens after that flat stretch isn’t luck, it’s two things compounding together. Capital grows. Judgment grows alongside it. Every deal evaluated, successful or not, sharpens the next decision. Red flags get easier to spot. Better questions get asked before signing anything. The right people become easier to find.

Several years in, the trajectory looks nothing like year one. It only gets there for the people who stayed through the flat part instead of writing it off early.


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

If financial freedom is your goal, there’s no better time to get started than right now.

Unlock actionable steps that you can take every day to fine-tune your goals, discover your interests, and avoid costly mistakes on your financial freedom journey.


What Actually Speeds This Up

A few honest levers, none of them shortcuts:

Put the early cash flow back in rather than spending it. The first few hundred dollars a month from any source feels like a bonus, easy to justify spending. Redirecting it back into the next opportunity is what turns a slow trajectory into a faster one.

Understand leverage before using it. Other people’s capital, expertise, or time can genuinely speed things up. Used without understanding what’s actually being borrowed, it can just as easily cause real damage.

Treat it as a repeatable system, not a single win. One physician who attended the very first PIMDCON started with zero real estate background. What built a substantial portfolio over a few years wasn’t a single great deal, it was converting that first purchase into a process that got faster and more refined with each repetition.

Stop trying to figure it out solo. Sitting among people who’ve already made the mistakes ahead of you shortens the learning curve more than almost anything else. It’s a large part of why physician investing communities exist at all.

None of these guarantee an outcome. Nothing does. They’re simply what actually moves the number for people who’ve done this long enough to know.

The Bottom Line

None of this requires believing in something that doesn’t exist. It requires being willing to look unimpressive for a while, in a profession that rewards looking competent immediately.

That’s the actual trade. Not time for money versus money for nothing. Time for money versus years of quiet, unglamorous work that eventually stops needing more of your time to keep paying off.

Whether that trade is worth making isn’t something anyone else can answer. But it helps to know, at least, what’s actually being offered.


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



Why I Shut My Company Down for 2 Weeks Every Year


Key Takeaways

  • Britt Riley, founder and CEO of childcare company Haven, has created a network of clubs that offer daycare, workspace and fitness for families.
  • She mandates that her employees take two weeks of vacation per year, one week in the summer and one week at the end of the year.
  • Riley shuts down her business for those two weeks, creating no opportunity for her employees to work or feel like they are missing out.

Britt Riley, founder and CEO of childcare company Haven, designed her company with rest in mind. She has spent the past seven years creating a network of clubs that offer daycare, workspace and fitness for families. The company has raised about $20 million in funding and recently started franchising. 

Since launching the company in 2019, Riley has prioritized well-being for her team of about 60 people. To that end, she closes the company for an entire week every summer and for the last week of the year so employees can completely unplug without the pressure of meetings or emails — and still get paid. She says these summer and winter resets have proved foundational to the company.

The following as-told-to interview has been edited for clarity and concision. 

Britt Riley. Credit: Haven

When I realized that mandatory time off was a good idea

It goes back to the beginning of my career. I wrote my college thesis on company culture at Patagonia, where I had the great privilege of spending some of the earliest days of my career. There, “Let my people go surfing” wasn’t a slogan or an empty promise. I was able to see the elements of that mindset in practice and witnessed a company that literally operated on a whole different playing field than any other. 

Witnessing a serious and profitable company trust its people with their own time and seeing how that produced dedication and willingness from employees to give their best work every day formed my own values set. I could see no other way after that point. 

Fixing a broken system

Our teams have always been happy to be given the time; some are pretty taken aback by our general approach to “benefits” and our culture — in the best way. I didn’t have a background in childcare prior to starting Haven, so I came to every element of it with an outside perspective and an appetite to help evolve what I had come to understand was a broken industry. 

From my conversations and research, it felt that early childhood educators were used to being treated as coverage, not as people, and many of our team members expressed that they were coming from settings where taking a personal day meant guilt and apologizing.

The resets become something people protect by giving their all when they are inside our walls. Our teams plan their own vacations around it, and they feel valued and appreciated knowing that we see them as humans who are living their own lives. We show up for each other; in this case that means not showing up at all for a week. 

There were some skeptics and drawbacks

Childcare is an industry where the unwritten rule is that you never close, and I heard concerns, but once people realized that parents understood it immediately, the arguments ended. At the end of the day parents know better than anyone what running on empty does to a person who cares for children. The skeptics were asking, “How can you afford to close?” Our members were happy to support their hard-working Haven family with this time.

For one week, families who count on us need another plan, and for dual-income households that is a real ask. We owe them enormous notice, and we give it. The balance of two separate weeks of time off, when weighed against the turnover we avoid and the energy our team is able to bring to the table, makes the time a small cost in the long run.

There are also some clear advantages

Retention, of course, but this also supports our goal of showing up wholeheartedly for all of the children in our care each day. It shows up in recruiting, because the best early childhood educators see that we take their work seriously and want to work where they are treated with the appreciation and support that should be afforded to anyone committed to such a critical career. It takes committing to your values to then determine what is necessary to achieve the end goal. 

Doing that has helped make decisions like this easy. It feeds into the main advantage of showing up for your team. They are then more able to show up for their crew of children. We are a Great Place to Work certified company, and 100% of our team this year said that Haven is a great place to work. You don’t get a number like that with pizza Fridays; you get it from seeing each person as an individual and showing up for them. 

Our closures are predictable. We schedule them more than a year in advance, families learn about it during their enrollment process, and we anchor it to two of the historically slowest weeks of the year. In the run-up, we over-communicate and set expectations clearly so it does not creep up on anyone. For inquiries, it is actually a great indicator of our commitment to quality service when a family that reaches out about membership sees our out-of-office reply and gets to know who we are at our core a little better. 

Why I created Haven

Haven is childcare, workspace and fitness under one roof, built around one idea we call familycare: care for the whole family. 

A parent can drop their little one into a fully licensed, play-based classroom where they will benefit from our proprietary Haven Method curriculum. They are then welcome (but not required) to walk 30 seconds to our intentionally designed workspace, take a fitness class, go for a run or jump on a bike between meetings, get a massage, a facial or even just a hot shower. And, most importantly, save tons of time by not having to shuffle between everything. They can be present for the moments that matter, all in one community built for whatever their day requires. 

I started developing the concept for Haven when I had my own newborn and toddler and a need for that “village” everyone has always talked about. We built our first club in Middletown, Rhode Island and opened when my youngest turned 2. Today we have clubs in Rhode Island and New Jersey and have recently begun franchising so passionate local owners can bring Haven to their own communities.

Revenue has grown every year since we opened in 2019

Our established clubs operate at healthy margins. With our growth program underway, the next five years will see Haven evolve into a national network. The interest in opening Haven clubs has been overwhelming. Our lead volume has quadrupled since January, and demand from families continues to outpace supply both locally and at an industry-wide level.

By 2030, our plan calls for more than 100 Haven clubs open across the country. In people terms, that’s thousands of jobs: educators, directors, general managers and dozens of empowered Haven club owners. Women have submitted 86% of all of our new club opening leads. 

On satisfaction, my target is genuinely unreasonable, and I don’t care: Keep the Great Place to Work score at 100% as we scale. Most people will say that’s impossible past a certain size. But the entire Haven platform has thrived on doing what folks have balked at in childcare; we plan to keep that up. 

My advice for founders

First, build your values into the fabric of every element of your company, not just something you hang on the wall. Anyone can write “we value wellbeing.” Your culture is the sum of what you’re willing to do at the expense of “it’s always been done this way” or simply the bottom line. You can’t fake authenticity or a healthy culture.

Second, stay curious always. If what you are working towards has a solid purpose, that curiosity will allow you to keep doing the next right thing. I wasn’t a childcare expert or an expert in brick and mortar businesses, or even technical development when I started, and that blank slate and open mind has become one of Haven’s superpowers. 

If you pair curiosity with surrounding yourself with experts who are incredibly insightful and passionate about what you are doing, you’ll keep winding up way beyond wherever your wildest dreams took you. There are so many things I have learned that I would share with founders, but at the end of the day, the last thing I’ll share is: As long as you believe wholeheartedly in what you are doing, as long as you have no reasonable doubt in it, keep going. 

Intel Costs 62 Times Next Year’s Earnings. It Lost $11 Billion Over the Past Year.


Intel (INTC +0.97%) carries one of the stranger price tags in the market right now. The chipmaker’s net loss over the past year comes to about $11.3 billion. Its stock, meanwhile, trades at about $105 as of this writing, up more than 350% from its 52-week low of $22.78. And it costs about 62 times what the company is expected to earn on an adjusted basis over the year ahead.

A company losing billions doesn’t usually command a $550 billion market value and a premium growth multiple at the same time. The market has decided Intel’s losses aren’t what they appear, and on that point, I think the market is right.

Whether the stock is worth that price is a different matter.

Image source: Intel.

Charges, not cash

The second quarter shows what the red ink is made of. Intel reported an $11.0 billion net loss for a quarter in which revenue climbed 25% from a year earlier to $16.1 billion.

Nearly all of the loss traces to a $12.5 billion non-cash, mark-to-market charge on shares Intel holds in escrow for the U.S. government under its CHIPS Act agreement. The first quarter followed the same pattern, with a $3.7 billion net loss that included a $3.9 billion goodwill impairment and another $1.1 billion escrow charge.

Set those items aside, and Intel is already profitable. Non-GAAP (adjusted) net income was $1.5 billion in the first quarter and $2.2 billion in the second.

Gross margin is climbing, too: 39.4% in the first quarter, 40.4% in the second, and management guided to 41% for the third — a steady expansion. And revenue growth accelerated, from 7% year over year in the first quarter to 25% in the second. Management’s own forecast even calls for positive earnings of $0.31 per share in the third quarter on a GAAP basis.

In other words, the swing from red ink to black is already underway.

What is 62 times buying?

The loss, then, is mostly an accounting story. The stock’s valuation is harder to explain away.

At about $105 a share, Intel trades at roughly 62 times its projected adjusted earnings for the year ahead — projections that work out to only about $1.70 per share from a company valued at $550 billion. And management’s own third-quarter guidance implies something similar. Annualize its guided $0.38 of adjusted earnings per share, and shares trade at roughly 70 times the company’s current earnings pace.

Demand isn’t the concern. CEO Lip-Bu Tan said in the company’s second-quarter earnings release that “AI is driving unprecedented demand for compute,” and the numbers back him up. Revenue in Intel’s data center and artificial intelligence (AI) segment rose 59% year over year to $6.3 billion last quarter.

Growth like that could well continue. After all, management says supply, not demand, is what limits the business right now.

But growth that has already shown up doesn’t get a stock to 62 times earnings on its own. The rest of the price rests on something that hasn’t happened yet.

Intel Stock Quote

Today’s Change

(0.97%) $0.99

Current Price

$103.49

The $8 billion swing

That something is the foundry. Intel’s products businesses already earn plenty. The client computing and physical AI group posted $2.3 billion of operating profit last quarter, and the data center and AI group earned $2.5 billion. Intel Foundry, the chip-manufacturing arm, gave $2.1 billion of that back — a loss pace of more than $8 billion a year.

Chief Financial Officer Dave Zinsner said last year that the foundry was on track to break even sometime in 2027, and the losses are narrowing, down from $2.4 billion a quarter earlier. Ending them would roughly double the company’s current adjusted earnings pace all by itself. Much of that swing, I’d argue, is already baked into the stock’s price.

However, the foundry is still overwhelmingly Intel’s own customer. External customers supplied $293 million of the unit’s $5.8 billion in second-quarter revenue. Intel 14A, the manufacturing process meant to win outside chip designers at scale, isn’t scheduled for high-volume production until 2028, so meaningful outside revenue may be a couple of years away.

And the spending comes first. Intel raised its 2026 capital spending outlook to more than $20 billion, expects significantly higher spending in 2027, and sold $20 billion of new stock at $95 a share this month for general corporate purposes.

The turnaround looks impressive. Revenue is accelerating, margins are expanding, and the adjusted bottom line has been positive for two quarters running.

My problem is the price. A 62-times-forward multiple leaves the stock priced for a foundry payoff that still depends on customers who mostly haven’t signed yet. Even a company executing this well can be an expensive stock, and I think Intel is one right now.

Where I am investing | 💵 2000 USD invest | Global Invest



Link for Start Global invest – Open the account:

GLOBAL INVESTING 2026 — Why 30% Global Exposure is NOT Optional | AI Stack, INR Crash & New World Order

🎙️ 16-நிமிட technical breakdown — Tickertape-மூலம் listed countries-க்கு invest, AI Stack-ஐ 5 layers-ஆ பிரிச்சு sector exposure, AI hype இல்ல — physical infrastructure ஏன்-ன்னு IEA data வச்சு prove பண்றேன்.

Sources:
🔗 IEA Energy and AI: iea.org/reports/energy-and-ai
🔗 IEA Electricity 2026: iea.org/reports/electricity-2026

📊 KEY DATA

🔻 INR DEPRECIATION
• Mar 2025: ₹85.53 → May 2026: ₹94.50/USD (11% loss)
• RBI forex: $728B → $690B in 3 months
• Oil import: ₹1,23,000 Cr/year

📉 MSCI EM (May 2026)
• Taiwan: 24.84% (TSMC = 14.2%!)
• S.Korea: 23.05% (doubled in 8 months)
• China: 18.69% | India: 11.94% (was 20%)

⚡ IEA HARD NUMBERS
• Data center power 2024: 415 TWh → 2030: 945 TWh
• AI data centers grew 50% in 2025 alone
• US data centers greater than aluminum, steel, cement and chemicals COMBINED by 2030
• China + US = 80% of growth
• By 2027: 1 rack = 65 households power

🏗️ THE AI STACK — 5 LAYERS

⚡ L1: ENERGY AND INFRASTRUCTURE (15%)
“AI without electricity = car without petrol”
→ Nuclear, gas, renewables, grid gear
→ Stocks: Constellation (CEG), Vistra (VST), NextEra (NEE), GE Vernova (GEV), Eaton (ETN), Cameco (CCJ)
→ ETF: XLU | Risk: LOW-MED
→ 🇮🇳 No Indian equivalent — NTPC/Adani are coal-heavy

🔧 L2: HARDWARE AND SEMICONDUCTORS (30%)
“Picks and shovels of the AI gold rush”
→ Only 3 cos make leading chips. NVIDIA = 80% AI GPU. ASML = ONLY EUV maker
→ Stocks: NVIDIA (NVDA), TSMC (TSM), ASML, Broadcom (AVGO), AMD, Micron (MU), SK Hynix
→ ETF: SMH/SOXX | Risk: HIGH
→ 🇮🇳 No chip manufacturing yet

☁️ L3: CLOUD COMPUTING (30%)
“Landlords of the AI economy”
→ Hyperscaler CapEx 2026: $570 BILLION (Morgan Stanley)
→ Stocks: Amazon (AMZN), Microsoft (MSFT), Google (GOOGL), Oracle (ORCL), CoreWeave (CRWV), Equinix (EQIX)
→ Risk: MEDIUM
→ 🇮🇳 TCS/Infosys USE AWS, don’t OWN

🧠 L4: LARGE LANGUAGE MODELS (15%)
“The brains of AI”
→ OpenAI valued $500B. Training: $500M-1B. Only 6-8 cos can afford
→ Plays: MSFT (49% OpenAI), GOOGL (Gemini), AMZN (Anthropic $8B), META (Llama)
→ Risk: HIGH
→ 🇮🇳 BIGGEST GAP — no Indian LLM

📱 L5: APPS AND SOFTWARE (10%)
“Where AI meets customer”
→ ChatGPT: 800M weekly users. Copilot: $30/user/month
→ Stocks: Adobe (ADBE), Salesforce (CRM), ServiceNow (NOW), Palantir (PLTR), Snowflake (SNOW)
→ ETF: IGV | Risk: MEDIUM
→ 🇮🇳 Freshworks = one Indian play

💡 WHY 30% GLOBAL?

1️⃣ Currency Hedge — INR fall = USD gains in ₹
2️⃣ Sector Access — AI hardware, hyperscalers NOT in India
3️⃣ Concentration — 11.94% MSCI = MISSING AI rally
4️⃣ Physical Proof — Shareholders forcing Amazon/MSFT/Google to disclose data center power and water (Apr 2026)
5️⃣ India = Defensive | Global = Growth

⚡ SIMPLE 3-ETF STRATEGY
• QQQ (60%) — Covers L2, L3, L4, L5
• SMH (25%) — Pure semiconductors
• XLU (15%) — Energy/utilities

🤝 PARTNERSHIP DISCLOSURE

In association with Tickertape. #advertise #promo

This video is for educational purposes only and does not constitute investment advice. Please consult a SEBI-registered investment advisor before making any investment decisions. Mutual fund and equity investments are subject to market risks.

#GlobalInvesting #TamilFinance #AIStocks #INRDepreciation #Tickertape #AIInfrastructure #TSMC #NVIDIA #DataCenters #IEAReport #USStocks #GlobalETF #DubaiNRI #USNRI #TamilYouTube #AIStack #semiconductors #madurai #maduraiveeran #ai #quantum

source

[8/10 & 8/17] Dunkin: Free Refresher With Promo Code ?? At 12PM ET


Update 8/8/26: This will be back on 8/10 and 8/17 with codes going live 12PM ET

The Offer

  • Dunkin Donuts is offering a free refresher with promo code DUNKINDI3HARDS

Our Verdict

Free is free. 

Why the rent-vs-buy math is starting to turn


The gap between renting and buying a starter home just hit its narrowest point in over a year