Real Estate

"We're moving forward with another vendor." Every rep's nightmare sentence. I pressed for details. "Their approach felt more open. We actually knew what we were buying into." That stung. I'd shared: ••• Exhaustive feature documentation ••• Dozens of success stories   ••• Complete pricing breakdowns Where'd I go wrong? Days later, I got access to our competitor's sales process. The difference hit instantly: They didn't preach transparency. They lived it. Their follow-up wasn't an email avalanche. It was one collaborative hub where buyers could: ••• Monitor which stakeholders engaged with what ••• See their exact position in the evaluation journey ••• Find materials curated for their unique pain points ••• Manage internal distribution seamlessly My revelation: I was buried in PDFs. They were cultivating partnership. Next prospect, new approach: I built a shared workspace exposing EVERYTHING: → Which team members on our side viewed their data → Critical docs they'd missed → Realistic implementation expectations → Where we excel AND where we don't The buyer's response: "Finally, someone not playing games." Ink on paper in 10 days. Here's what's real: Today's buyers aren't starved for data. They're starved for authenticity. Yesterday's strategy: Bombard with polished assets that sidestep weaknesses. Tomorrow's strategy: Build transparent environments that tackle doubts directly. Your buyers know when something's off. Even when nothing is. Quit running sales like a shell game. Start running it like a glass house. You with me?

Every time a card payment is processed, 𝘁𝗵𝗿𝗲𝗲 main types of fees are involved. Here’s a simple breakdown of the Three Core Fees: 1️⃣ Interchange Fee This is paid by your acquiring bank (or payment processor) to the cardholder’s bank (the issuer). It’s set by the card networks (like Visa and Mastercard; sometimes regulated), and is designed to cover things like fraud, credit losses, and infrastructure costs. 2️⃣ Scheme Fee Charged by the card networks themselves, this fee covers the operation of the payment system (“rails” that process the transaction). 3️⃣ Acquirer Markup This is the fee your acquirer or payment service provider (PSP) charges you, the merchant. It includes their costs, risk management, and profit margin for processing and settling the payment. The total cost a merchant pays is called the Merchant Service Charge, which is the sum of these three components. The Main Pricing Models: ► Bundled Pricing All fees are grouped into one flat rate. This is very common with small businesses. It’s easy to understand but doesn’t provide insight into what you’re actually paying for. ► Interchange+ The interchange fee and the acquirer’s fee are shown separately, but the scheme fee is typically bundled with the markup. This model offers some transparency. ► Interchange++ Each fee—the interchange, scheme, and acquirer markup—is itemized separately. This is the most transparent model and is favored by larger or multi-country merchants who want to track costs precisely. Who Chooses the Pricing Model? Most acquirers and PSPs decide what pricing model you’re offered. Unless you negotiate or have significant transaction volume, you’re likely to get bundled pricing by default. Larger or more experienced merchants who understand payments often push for Interchange++ for its clarity and fairness. Smaller merchants often aren’t aware that alternatives exist or find it difficult to compare offers. How Interchange Fees Vary Globally: Some regions (like the EU, UK, China, and Brazil) cap interchange fees to lower costs for merchants and stimulate competition. The US regulates only part of the system—such as capping debit card fees for large banks (the Durbin Amendment)—while credit card interchange remains uncapped and usually higher. Other countries, like India and Brazil, regulate interchange as part of broader financial inclusion goals. In markets with stricter regulation, merchants often benefit from lower, more predictable fees, making it easier to accept cards. Where fees are higher and less regulated, issuers can offer consumers more rewards (like cashback), but those costs are passed back to merchants—and sometimes their customers. Every model shifts the balance of costs and benefits between banks, merchants, and consumers in different ways. More info below👇, and I highly recommend reading my complete deep dive article about Interchange Fee and what factors impact the rate: https://bit.ly/44T4VJA

Over the last year, nearly every FMCG executive I’ve spoken to whether sitting in Chicago, Paris, or São Paulo has echoed the same challenge: “We need to get closer to the consumer, faster.” Global brand, local nuance the future of FMCG growth depends on how well your leadership understands the street, not just the spreadsheet. It’s no longer enough to run a global playbook and hope for local resonance. Why? Because the center of gravity in FMCG has shifted. 84% of FMCG companies are now increasing local decision autonomy in key growth markets. (Bain FMCG Operating Model Report, 2023) → That means your CMO can’t be the only one with a finger on the pulse. → Your regional GM can’t just execute HQ strategy. → And your global leaders can’t lead with assumptions they need cultural fluency and operational humility. In other words: local-for-local is not just a supply chain shift. It’s a leadership shift. The most successful candidates weren’t those who had rotated through five global hubs. They were the ones who could… → Read the cultural nuances of consumer behavior in that specific region → Navigate the regulatory quirks that could derail a product launch → Influence global teams while building trust with local retailers → Speak the language literally and commercially They understood the street not just the spreadsheet. And they had the rare ability to connect what’s happening on the ground with what needs to be shifted at the center. These are the leaders FMCG needs now. → Strategists who don’t just adapt to the market, they anticipate it. → Operators who don’t wait for HQ they build and test in-market. → Connectors who know when to push back and when to align. Because in today’s world, speed and relevance win. And that doesn’t come from waiting for global sign-off. It comes from empowering the right local leaders. Here’s where I see many companies trip up: They treat “local” as junior. As operational. As reactive. The truth? Your next competitive edge may be a GM in Manila, a Marketing Director in Lagos, or a Commercial Lead in Warsaw who’s trusted enough to build strategy from the ground up. That’s what global FMCG companies are starting to understand and what we’re helping them solve for in every executive search we run. Not just global leaders who can work across regions…but local leaders who can lead across functions, cultures, and expectations while driving growth with urgency and empathy. This is the new face of global FMCG. Not centralized, but coordinated. Not rigid, but responsive. Not top-down, but built from the middle out. #ExecutiveSearch #FMCGLeadership #GlobalGrowth #ConsumerGoods #TalentStrategy #LeadershipHiring

The Seven Steps to SUCCESS: A Leadership Blueprint Success is more than a destination; it’s a system. In leadership, success demands clarity, resilience, and action. Break down the word "SUCCESS" to create a framework to drive personal and organizational growth. 1. See Your Goal Clarity is power. Great leaders define the ‘why’ behind their goals. Each goal must be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) and align with your core values. A team united by purpose wins. TIP: After setting goals, ask: "What does success feel like for each?" It gets your team emotionally invested. 2. Understand the Obstacles Great leaders anticipate hurdles to avoid them. Address: • Internal bottlenecks (ex: workflows, miscommunication) • Disruptive market trends • Resource constraints by prioritizing ruthlessly • Team vulnerabilities by upskilling TIP: Involve your team in identifying obstacles. It drives ownership and innovative solutions. 3. Create a Positive Mental Picture Vision drives momentum. Leaders who visualize success radiate an inspiring energy. • Tell a compelling story • Reframe challenges as opportunities • Celebrate progress to boost morale TIP: Start meetings by revisiting your ‘WHY’ to keep focus. 4. Clear Your Mind of Self-Doubt Doubt kills action. To overcome uncertainty: • Rely on data, insights & instincts • Deconstruct past failures to extract lessons, not fears • Coach your team TIP: Use a daily affirmation (ex: "I trust my intuition and always learn from experience"). 5. Embrace the Challenge Opportunities are often disguised as problems. By embracing challenges, you: • Cultivate a growth mindset • Use mistakes as fuel for innovation • Welcome diverse input TIP: Treat every challenge as a story that's worth telling. 6. Stay on Track Momentum sustains success. The best leaders consistently review and refine. • Revisit key goals & priorities • Enable team members to self-correct • Encourage open feedback loops to fix misalignments TIP: Balance autonomy with adequate support. 7. Show the World You Can Do It Success is measured by results, not effort. Execution is king. • Share wins transparently with stakeholders • Document and communicate lessons learned • Build a legacy by mentoring others TIP: After every project, identify one win and one lesson. This framework isn't just for professional success. You can use it to supercharge growth in all areas of life. Internalize it to lead with purpose and start your journey to SUCCESS today! ♻ Repost if you found this valuable. And follow Eric Partaker for more. 📌 Want to become a world-class CEO? Don't miss our new CEO Accelerator launching soon! Learn more and apply here: https://lnkd.in/dX9-yCRm

What’s going on in Atlanta? It’s been one of the softness rental markets in the country both for apartments and single-family rentals. New lease apartment rents (trade-out) fell 5.7% in Q3 – third-lowest in country behind Austin and Jacksonville. Renewal rents grew just 2.7% -- also third-lowest in country, according to RealPage data. Its occupancy rate, 92.6%, is also one of the nation’s weakest. For SFR, it was only modestly better, with rents up 0.9% -- comparable with a few peers, but still well below the U.S. average of 3.4%, according to John Burns data. While Atlanta is building a lot of new apartments and BTR, it’s not as much (adjusting for size) as better-performing Sun Belt markets like Dallas, Orlando and Charlotte. So it’s NOT just a supply issue. What’s going on? Couple things: 1) Lingering leasing fraud issues No secret here. Atlanta ranked as the No. 1 market for leasing fraud in a recent NMHC survey. Added complication: Atlanta’s court systems moved infamously slow – even for cases of obvious criminal fraud. More operators are now using smarter screening technology and the judicial process is improving a bit – particularly with a new law allowing property managers to contract out off-duty officers to assist in evictions. It'll keep improving, but Atlanta isn’t out of the water. Rental delinquency remains more elevated here relative to most of the country east of Los Angeles and Oakland. As the courts catch up, that creates more unit availability again … but only after operators complete the very expensive process of processing evictions and then prepping units often left in bad shape. 2) Solid, but-not-as-robust job growth Over the last 5 years, a period that includes the COVID-era recession, Atlanta’s job base has grown by 7.9%. That’s very solid relative to most of the country EXCEPT not compared to other major Sun Belt markets with high supply pressures. Over that same period, employment grew by 14.5% in Dallas, 13.5% in Raleigh, 12.3% in Tampa and by around 11% in Charlotte, Orlando and Nashville. Solid-but-unspectacular job growth translates to a significantly slower absorption rate in Atlanta (while still quite solid) relative to its Sun Belt peers. In other words: While Atlanta has less supply (by Sun Belt standards), it also has less demand -- so the gap is wider. That’s why fundamentals are holding up better (though still impacted) in other Sun Belt markets despite bigger supply numbers. It's also true, to a lesser degree, in the SFR market -- given significant growth in the number of professionally managed SFR units (including BTR) across metro Atlanta. Longer term? Atlanta will regain its footing. It's still a jobs magnet and its size/scale give it some advantages over smaller competitors. But it'd probably also be fair to view Atlanta (given its relative maturity + increased competition it didn't have in early 2000s and before) as a slower-growth market long term relative to others in the Sun Belt.

The Evolving Face of the US Homebuyer The National Association of Realtors' (NAR) 2024 report provides a fascinating snapshot of the US housing market’s buyer profile that looks significantly different than it did just a few years ago. The data reveals a changing homebuyer. The average buyer age has climbed to a record 56, underscoring the impact of high housing costs and rising interest rates that have sidelined younger would-be buyers. For first-time buyers, the average age is now 38, nearly a decade older than it was in the early 1980s. These changes signal a more mature buyer who brings accumulated wealth and likely more significant financial security to the table. Additionally, a fifth of all home purchases were made by single women, a notable demographic shift reflecting both a societal change in homeownership goals and an economic shift in who can afford to buy. By contrast, single men comprised only 8% of recent buyers. This snapshot highlights what many are calling a “bifurcated housing market,” where those able to buy homes are increasingly established, wealthier individuals, often using home equity from previous properties to secure cash purchases or make substantial down payments. This market has been largely inaccessible to younger buyers, who continue to face affordability challenges, limited savings, and reduced opportunities for financial support in the form of lower mortgage rates. With affordability gauges near record lows, first-time homebuyers hold a mere 24% share of the market, down dramatically from the 40% share held in pre-Great Recession years. Rising prices and interest rates have compounded these barriers, leading to a market where nearly three-quarters of all buyers have no children under 18 at home, reflecting an older and more established buyer profile than in decades past. While this report offers a look back, the trends it captures underscore a potential turning point. Recent mortgage application data suggests that prospective buyers who had previously been priced out or sidelined may begin to re-enter the market as interest rates stabilize. If these sidelined buyers do return, particularly younger and more diverse demographics, the profile of the typical buyer could again start to shift, gradually increasing diversity in age, household composition, and race among homebuyers. At Havas Edge, we’re continually analyzing these demographic shifts to support brands in delivering timely, targeted strategies that meet the realities of today’s buyers and the anticipated resurgence of those who’ve been waiting on the sidelines. #RealEstate #Homebuyers #MarketTrends #HousingEconomics #ConsumerInsights

A Return To Office mandate is a funny thing. A trade-off of lower workforce productivity, morale, retention, engagement, and trust in exchange for...managers feeling more in control. It's more a sign of insecurity and incompetence than sound decision-making. The fact that 80% of executives who have pushed for RTO mandates have later regretted their decision only makes the point further, and yet every few months more leaders line up to pad this statistic. In case your leaders have forgotten, return to office mandates are associated with: 🔻 16% lower intent to stay among the highest-performing employees (Gartner) 🔻 10% less trust, psychological safety, and relationship quality between workers and their managers (Great Place to Work) 🔻 22% of employees from marginalized groups becoming more likely to search for new jobs (Greenhouse) 🔻 No significant change in financial performance while guaranteeing damage to employee satisfaction (Ding and Ma, 2024) The thing is, we KNOW how to do hybrid work well at this point. 🎯 Allow teams to decide on in-person expectations, and hold people accountable to it—high flexibility; high accountability. 🎯 Make in-person time unique and valuable, with brainstorming, events, and culture-building activities—not video calls all day in the office. 🎯 Value outcomes, not appearances, of productivity—reward those who get their work done regardless of where they do it. 🎯 Train inclusive managers, not micromanagers—build in them the skills and confidence to lead with trust rather than fear and insecurity. Leaders that fly in the face of all this data to insist that workers return to office "OR ELSE" communicate one thing: they are the kinds of leaders that place their own egos and comfort above their shareholders and employees alike. Faced with the very real test of how to design the hybrid workforce of the future, these leaders chose to throw a tantrum in their bid to return to the past, and their organizations will suffer for it. The leaders that will thrive in this time? Those that are willing to do the work. Those that are willing to listen to their workforce, skill up to meet new needs, and claim their rewards in the form of the best talent, higher productivity, and the highest level of worker loyalty and trust. Will that be you?

🌎 Designing Cross-Cultural And Multi-Lingual UX. Guidelines on how to stress test our designs, how to define a localization strategy and how to deal with currencies, dates, word order, pluralization, colors and gender pronouns. ⦿ Translation: “We adapt our message to resonate in other markets”. ⦿ Localization: “We adapt user experience to local expectations”. ⦿ Internationalization: “We adapt our codebase to work in other markets”. ✅ English-language users make up about 26% of users. ✅ Top written languages: Chinese, Spanish, Arabic, Portuguese. ✅ Most users prefer content in their native language(s). ✅ French texts are on average 20% longer than English ones. ✅ Japanese texts are on average 30–60% shorter. 🚫 Flags aren’t languages: avoid them for language selection. 🚫 Language direction ≠ design direction (“F” vs. Zig-Zag pattern). 🚫 Not everybody has first/middle names: “Full name” is better. ✅ Always reserve at least 30% room for longer translations. ✅ Stress test your UI for translation with pseudolocalization. ✅ Plan for line wrap, truncation, very short and very long labels. ✅ Adjust numbers, dates, times, formats, units, addresses. ✅ Adjust currency, spelling, input masks, placeholders. ✅ Always conduct UX research with local users. When localizing an interface, we need to work beyond translation. We need to be respectful of cultural differences. E.g. in Arabic we would often need to increase the spacing between lines. For Chinese market, we need to increase the density of information. German sites require a vast amount of detail to communicate that a topic is well-thought-out. Stress test your design. Avoid assumptions. Work with local content designers. Spend time in the country to better understand the market. Have local help on the ground. And test repeatedly with local users as an ongoing part of the design process. You’ll be surprised by some findings, but you’ll also learn to adapt and scale to be effective — whatever market is going to come up next. Useful resources: UX Design Across Different Cultures, by Jenny Shen https://lnkd.in/eNiyVqiH UX Localization Handbook, by Phrase https://lnkd.in/eKN7usSA A Complete Guide To UX Localization, by Michal Kessel Shitrit 🎗️ https://lnkd.in/eaQJt-bU Designing Multi-Lingual UX, by yours truly https://lnkd.in/eR3GnwXQ Flags Are Not Languages, by James Offer https://lnkd.in/eaySNFGa IBM Globalization Checklists https://lnkd.in/ewNzysqv Books: ⦿ Cross-Cultural Design (https://lnkd.in/e8KswErf) by Senongo Akpem ⦿ The Culture Map (https://lnkd.in/edfyMqhN) by Erin Meyer ⦿ UX Writing & Microcopy (https://lnkd.in/e_ZFu374) by Kinneret Yifrah

💥 New homes are now CHEAPER than resale homes 💥   This marks a significant inflection point in the housing market, reversing the historical trend where new construction commanded a premium—often as much as 20% more than existing properties. The shift, which began during the pandemic with a narrowing of the price spread, has fully materialized over the past three months.   While new home prices can be influenced by changes in product offerings or location, our Zonda data, builder survey, and NewHomeSource.com trends all confirm that real price cuts are also occurring in the new home space.   Beyond the raw data, several additional factors make new homes even more compelling for buyers: - Lower insurance premiums. New homes typically incur lower insurance costs compared to existing properties due to modern building codes and materials. - Reduced maintenance. New construction offers a maintenance-free or lower-maintenance lifestyle, saving homeowners time and money on immediate repairs and upgrades compared to the resale market. - Enhanced energy efficiency. New homes are often more energy-efficient than existing homes, leading to lower utility bills and a reduced overall cost of living. - Attractive builder incentives. Builders continue to offer incentives (e.g. buydowns or design credits), providing extra perks to buyers that can further offset costs. Zonda Sarah Bonnarens Alexander Edelman Tim Sullivan Bryan Glasshagel Evan F. #housing #realestate #newhomes

Maine just legalized 3 units per lot statewide. No planning board approval needed for 4 units or fewer. But the real breakthrough isn't the density. It's what they eliminated: Maine has seen the biggest house price growth in the US since 2019. The median cost is $400k, nearly double what it was 6 years ago. Radical change was needed. So they broadly legalized ADUs as part of the larger package of reforms. Including sweeping changes to zoning and land use regulations. Here's what LD 1829 actually does: 1/ Density: • Maximum 2 off-street parking spaces for every 3 units • Three dwelling units per residential lot is now legalized • Affordable housing developments get 2.5x the base density allowance Municipalities are now required to permit multiple dwelling units per residential lot. 2/ Review Processes: • All planning board members must attend mandatory training • No planning board approval needed for projects with four or fewer dwelling units • Wastewater verification and subdivision threshold "loopholes" have been simplified Required planning board approval for smaller projects is prohibited. 3/ Other Changes: • Owner-occupancy mandates for ADUs eliminated • Uniform dimensional standards for multiple-unit dwellings same as single-family homes • Minimum lot sizes in growth areas capped at 5,000 SF with 1,250 SF per dwelling unit density This is the density breakthrough. Maine now allows up to 4 units on lots in growth areas, with just 1,250 SF of lot area per unit. That's 4x the housing on the same land. Small developers can finally compete without needing millions in land acquisition. Maine eliminated barriers that made small-scale multifamily difficult to build. The timeline for these changes: Applies immediately: Fire sprinklers, ADU definition, and mandatory training. July 1, 2026: Core zoning and density changes. July 1, 2027: All other municipalities. The bigger picture: Maine has shifted how housing density and development approval is processed. Something more states should follow. Read the full report linked in the comments.