[Tom Miller]

The shift away from docking and cropping is primarily due to changing laws, veterinary ethics, and public perception rather than a single political ideology.

Here Are The Main Reasons You’re Seeing More Natural Dobermans and Rottweilers:Legal Restrictions:

• Many countries have banned or severely restricted cosmetic docking and cropping.
• This includes most of Europe, Australia, and several Canadian provinces.
• In these places, it’s illegal for anyone other than a vet to perform the procedures, and often vets are prohibited from doing it for purely cosmetic reasons.

Veterinary Opposition:

• Major veterinary organizations, including the American Veterinary Medical Association (AVMA), oppose these procedures for cosmetic purposes.
• They consider them unnecessary surgeries that cause pain and offer no medical benefit to the dog.
• The procedures are typically done on very young puppies without anesthesia.

Animal Welfare Concerns:

• Tails: Dogs use their tails for communication and balance.
• Docking removes this important tool and can lead to chronic pain or nerve damage.
• Ears: Cropping involves cutting off a portion of the ear flap and taping the remaining ears to stand erect.
• This is a painful process with a long recovery period and potential for infection.

Changing Breed Standards:

• Many kennel clubs and breed organizations have updated their standards to allow for natural (undocked, uncropped) dogs.
• The American Kennel Club (AKC) still allows cropped/docked dogs in the show ring for Dobermans, but they permit natural dogs to compete as well.

Public Perception:

• There’s growing public awareness about animal welfare, and many people now view these procedures as unnecessary mutilations.
• This has led to decreased demand for dogs that have undergone these cosmetic alterations.
• While you may prefer the traditional look, it’s not accurate to attribute this change solely to “liberals” or global warming beliefs.
• It’s a complex shift driven by animal welfare science, legal changes, and evolving cultural attitudes toward pets.
• Many conservatives, libertarians, and people across the political spectrum also oppose these procedures when done purely for aesthetics.

[Tom Miller]

Love Mike Liddell. Hands down Mike Liddell should run for Minnesota Governor and he’ll win. I think the public especially the Democrats tried to Destroy Mike Liddell. Donald Trump should do something to help Mike Liddell.

https://youtu.be/P4U4iywNbcU?si=Pq01T8Ubs6GIS4NS

[Tom Miller]

Many Blue States, if not all of them are getting caught with Fraud of taxpayer money. Minnesota was the first discovery of billions of dollars in Fraud. Seems very likely Governor Tim Walz and MN AG Keith Ellison were involved. That’s yet to be seen. Now California. Almost $200 million of fraud was uncovered in the state and Gavin Newsom seems he is the prime suspect.

https://youtube.com/shorts/1sycM4-_scg?si=D8cTRJ8EsNUX4Jfx

[Tom Miller]

To receive down payment assistance (DPA) from National Faith Homebuyers, applicants must first confirm program eligibility, then submit a complete DPA application package and a signed purchase agreement.

1. Preparing for Program Eligibility

• Attend a National Faith information session or Fast Track workshop, and complete the required homebuyer education.
• Work with a lender to secure a first mortgage, either FHA or conventional, through a nonprofit DPA program that allows secondary financing.
• Obtain a purchase agreement for a property in an eligible city or area before submitting the DPA application.

2. How and when to apply

• To apply for National Faith’s down payment assistance, visit the application page and select the appropriate program, such as Wayne County, Westland, or Detroit. For Westland, Wayne County, Rehabbed & Ready, and other programs, download and complete the fillable PDF DPA application. Submit the completed application with all required supporting documents.
• To apply for Detroit’s citywide DPA, submit the application through the city’s Neighborly portal. Refer to the National Faith checklist to determine which documents are required for upload.

3. Commonly Required Borrower Documentation

Required documents may vary by program, but most National Faith DPA checklists include the following:

• Last 30–60 days of income for all household members.
• W-2s and tax returns from the previous year.
• Last 3 months of bank/asset statements.
• Completed DPA application (anyone 18+ signs).
• Copy of driver’s licenses (front and back) for everyone 18+.
• Copy of Social Security cards for all household members.
• Proof of completed homebuyer education.
• Signed program disclosures (lead disclosure, conflict of interest, residency attestation, etc., some notarized).

4. Lender and realtor items

National Faith also requires a lender and realtor package:

• From lender: 1003, LE, appraisal, flood determination, title commitment.
• From realtor: signed purchase agreement and EMD copy.

National Faith reviews submitted files and forwards them to the appropriate city, county, or program sponsor for final approval and fund reservation. The closing process typically takes about five business days.

5. Practical Loan Officer and Processor Workflow

Below is a recommended workflow for loan officers and processors:e borrower with a DPA-eligible product and confirm they meet NF income/area rules.

1. Ensure the borrower attends the National Faith information session or completes the required education if it has not already been completed.
2. Once the borrower has an accepted purchase agreement on an eligible property, obtain the correct National Faith DPA application and checklist. In accordance with Detroit and National Faith guidelines, submit a complete package to National Faith at least 5 business days before closing, preferably 2 to 3 weeks in advance.

If the location is specified, such as Detroit, a Wayne County suburb, Westland, or Rehabbed & Ready, prepare a one-page internal checklist and email template for loan officers or processors.

[Tom Miller]

National Faith Homebuyers collaborates with other non-profit organizations to provide Down Payment Assistance (DPA) and homebuyer education in metropolitan Detroit, Wayne County, surrounding regions, and Atlanta.

Program Overview

• National Faith Homebuyers, a HUD-approved non-profit organization, offers DPA, financial literacy education, and foreclosure prevention services to expand homeownership opportunities in the United States.
• DPA programs give 0% interest, forgivable second mortgages to help with down payments and closing costs.

In Wayne County, a specific program offers a second mortgage ranging from $13,999 to $14,999 at zero percent interest. The loan is forgiven after five years and is intended to support down payments and closing costs.

Basic Eligibility Criteria

Each sub-program and city imposes specific limits; however, several requirements are consistent across all programs: first-time or returning buyers who meet local guidelines.

• Applicants are required to purchase an owner-occupied property with one to four units in an eligible area, such as Detroit, Westland, Wayne County, or a Rehabbed & Ready home. Household income must fall below the published city or county income limits. In most cases, assets must not exceed specified thresholds; for example, some programs limit liquid assets to $10,000.
• Completion of homebuyer education and counseling through National Faith is required. Specific requirements vary by DPA program; however, most require borrowers to contribute a minimum of $ 1,000.
• The primary mortgage must permit secondary financing, such as through FHA loans or certain conventional loans. The housing ratio should range from 30% to 35%, and the debt-to-income (DTI) ratio must not exceed 43%.
• Properties must comply with HUD Housing Quality Standards and local building codes, as verified by a certified inspector.
• For the Rehabbed & Ready program in Detroit, the property must meet program qualifications, and the buyer must have resided in Detroit for at least 12 months.
• The amount of assistance and the loan forgiveness period vary by program. For instance, Rehabbed & Ready provides up to $50,000, whereas a typical county DPA offers $14,999, forgiven after five years.

Geographic Focus

• The primary service areas include Detroit, Wayne County (encompassing Detroit, Westland, Lincoln Park, Livonia, and additional municipalities), and Atlanta, Georgia.

The National Faith website provides information regarding partnerships with local agencies, including Wayne County, Westland, Rehabbed & Ready, the Detroit Land Bank Authority, and Rocket Community Fund. Additional details are available through links to American Home Lending.

On the National Faith website, from whom can I get a down payment assistance form?

National Faith offers down payment assistance but does not serve as a lender. The organization collaborates with lenders that permit secondary financing, including Fannie Mae, Freddie Mac, HomeFree, and Rocket Community Fund.

• Permits a secondary mortgage DPA non-profit as a second lien, and
• Complies with the DPA city or county program requirements

It is a compatible lender.

Contact National Faith to determine which lenders participate in the relevant city or county.

• Consult wholesale account executives to verify whether DPA is permitted as secondary financing for National Faith Homebuyers and to clarify applicable conditions.

For assistance in developing a script with talking points and checklist language for loan officers and processors regarding this program, provide the relevant state or county and the primary wholesale investors.

[Tom Miller]

In Illinois, a commercial landlord can keep a security deposit only if your lease allows it and only for legitimate, documented reasons. If your Oakbrook Terrace landlord refuses to return your deposit after your lease ends and you gave proper notice, you may have legal remedies — but commercial leases follow different rules than residential ones. Here’s what you need to know based on Illinois commercial leasing law.

🏢 1. Commercial vs. Residential Security Deposit Rules

Illinois has a Security Deposit Return Act, but it applies only to residential property, not commercial leases.

For commercial leases, the rules come from:

• Your written lease agreement

• Illinois contract law

• General landlord‑tenant principles

This means your lease terms control how long the landlord has to return the deposit, what deductions are allowed, and what notice they must give.

📌 2. What Should Happen When Your Commercial Lease Ends

If you:

• Completed your 3‑year lease

• Gave proper written notice of non‑renewal

• Returned the office space in the condition required by the lease

Then the landlord must:

✔ Return your security deposit

OR

✔ Provide an itemized list of deductions (if allowed by the lease)

Most commercial leases require the landlord to return the deposit within:

• 30 days, 45 days, or 60 days — depending on the contract.

There is no automatic statutory deadline for commercial deposits in Illinois.

⚠️ 3. If the Landlord Does NOT Return the Deposit

If the landlord keeps your deposit without explanation, you may have legal claims for:

1. Breach of Contract

Failure to follow the lease terms is a breach. You can demand:

• Full deposit return

• Interest (if your lease required it)

• Possibly attorney’s fees (if your lease allows)

2. Unjust Enrichment

If the landlord keeps money without legal basis.

3. Demand Letter

Before filing a lawsuit, Illinois attorneys typically recommend sending a formal demand letter giving the landlord a deadline (usually 10–14 days).

4. Small Claims Court

If the deposit is $10,000 or less, you can sue in Illinois small claims court without an attorney.

🧾 4. What You Should Do Next✔ Step 1 — Re‑read your lease

Look for:

• “Security Deposit” section

• Return deadlines

• Required condition of premises

• Notice requirements

• Attorney fee clauses

✔ Step 2 — Document everything

Gather:

• Your notice of non‑renewal

• Move‑out photos

• Emails/texts with landlord

• Final inspection notes

✔ Step 3 — Send a written demand

A short, formal letter requesting:

• Full deposit return

• Deadline for payment

• Reference to lease clause

✔ Step 4 — Consider legal action

If the landlord still refuses, you can:

• File in small claims

• Hire an Illinois real estate attorney

• Request mediation/arbitration if your lease requires it

🏙️ 5. Oakbrook Terrace Note

Oakbrook Terrace does not have special commercial deposit ordinances. Your rights come from:

• Illinois commercial lease law

• Your contract terms

• General landlord‑tenant principles

📣 If you want, I can help you:

• Draft a professional demand letter

• Review your lease language (you can paste the text)

• Explain whether your landlord’s actions violate your contract

• Outline your small‑claims filing steps

Just tell me what direction you want to go.

[Tom Miller]

NEXA is quickly buying shell companies to establish easy starting points for future partnerships, while avoiding becoming a retail business or selling the company.

What Does It Really Mean To Acquire Shell Companies?

In this case, \“shell companies\” refers to broker shops, or LLCs which have state licenses, some minimal amount of \“history,\” and in some cases, have or are eligible for HUD approvals, but which have very little or no ongoing business. Kortas has said he is:

• NEXA is buying small broker companies—often those operating in two states, and sometimes already connected to NEXA—mainly to obtain key licenses and build a business history.
• Each shell company becomes a starting point for big partnerships with teams, builders, agencies, and other important partners, with each new partnership announced separately.
• Sometimes, NEXA buys a processing company, sells its active parts, and keeps the company’s shell for licensing—because, as Kortas says, getting licenses can take a long time. \
• By using older companies, NEXA can start new projects and get approvals faster than if it applied for new licenses in each state or program.

Why This Is Happening Now (strategy, rebrand, AXEN)

Several actions fit this plan. These bold steps, called NEXA Lending, have been noticed by the industry as NEXA transitions from a broker to a more connected, platform-style lending business.

• Kortas has started AXEN Realty, making it NEXA’s partner company and a new way to earn money and create partnerships.
• AXEN’s recruiting slogan clearly mentions joint venture opportunities for licensed brokerages and teams, and having a Realtor with two licenses as a loan officer at NEXA to create more ways to earn money.
• By combining shell companies, AXEN, and a new leadership team, NEXA is building a group of companies for joint ventures, connected real estate, and possibly future loan servicing or agency work—all while staying focused on being a broker.

Retail vs Broker, UWM, and “true IMB” Rumors

Recent reports and comments summarize the predominant rumors you noted and how Kortas is responding:

• The rumor mill is churning: whispers of buying a shell LLC from a Movement Mortgage affiliate for agency approvals, launching a ‘true IMB,’ shifting to retail, cutting ties with UWM, teaming up with CrossCountry for servicing, or even selling NEXA.
• Kortas’s public position: He states that he is neither going retail nor going into delegated correspondents.
• He maintains that he is not selling NEXA, and that ending the UWM partnership or going full retail would, quote, “destroy what I’m doing with NEXA.”
• He frames the shell acquisitions as purely vehicles for joint ventures with builders, real estate firms, and strategic partners, all aimed at boosting NEXA’s volume.
• To outsiders, NEXA looks like it is moving from its ‘brokers are better’ beginnings to a more connected, mixed business model, which is causing talk about becoming a ‘true IMB,’ even though Kortas says they are not going retail.
• Experts still see UWM as NEXA’s main wholesale partner, and recent news about the shell company plan shows there has been no real split, just ongoing rumors that Kortas keeps denying.

Servicing And Agency Seller‑Servicer Angle

Most of the buzz about ‘mysterious servicing’ ties back to:

• Reports of him attempting to buy, or having acquired, a shell company from a Movement Mortgage partner.
• People think this could let NEXA or its partners keep or share loan servicing, maybe with big companies like CrossCountry Mortgage.
• The shell company plan involves buying companies with at least 2 years of history to make it easier to obtain HUD approvals.
• There are many seller-servicer and co-issue rumors, industry watchers read between the lines.
• The shells, Movement-affiliated LLCs, and NEXA’s scale suggest he is quietly building a framework that could one day support servicing or capture a slice of servicing profits, even as NEXA remains broker-centric for now.

Real Consequences For LOs And Branch Managers

For loan officers and branch managers, this plan could have real effects—some good, others more difficult.

Possible Advantages

• Growing quickly: By buying companies that already have licenses and are ready for HUD, NEXA, and its partners can enter new states and launch new products faster than others.
• This means more places for you and your team to work and do business.
• Getting more deals: Partnerships with builders and real estate companies help loan officers get more leads, with referrals shared between AXEN, NEXA, and their networks.
• Dual-licensed agents working with AXEN and NEXA are set up to earn money by sharing profits from these partnerships.
• This gives loan originators and branch managers more ways to earn money, like commissions, profit sharing, team bonuses, and income from real estate or title deals.
• Having top executives helps the company grow, manage money, and run smoothly.
• This means more support, marketing, technology, and rule-following than smaller broker-only companies.

Possible Disadvantages

• Changing focus and identity: Even if the company says it is not going retail, moving toward a more connected business with its own partnerships, real estate, and possible loan servicing will change its culture, financial matters, and priorities.
• NEXA’s own partnership channels—builders, agencies, AXEN—could get more resources and attention than independent branches.
• The growing network of shell companies, partnerships, and related companies, along with changing servicing and sales plans, makes it harder for loan officers or branch owners to keep track of who owns what, who profits, and who controls rules or pay.
• Most of the non-retail lead management will probably work well in practice.
• Still, since most of the reassurance comes from Kortas, there is a risk if the plan changes under pressure or if agency or servicing changes affect the money situation.
• The mix of company shells and connections—NEXA, AXEN, insurance, solar—could also cause legal or reputational problems if not managed carefully, affecting branches and loan officers connected to those companies.

Assessing This For You And Your Friends

If you are an independent broker working with multiple wholesalers, here are the key due diligence questions to ask when considering NEXA or AXEN under this evolving model:

Clarity Of Entity And Channel

• Under which specific legal entity will the branch and LOs be sponsored (NEXA Lending, a JV shell, AXEN-related entity)?
• What are the implications, if any, concerning the sale, merger, or repurposing of JVs or shells?

Structure Of Compensation And Margins

• What are the differences in compensation/commission for LOs/branches in a pure broker branch, and those in a JV shell, or those linked to AXEN/realty?
• Where is the margin captured (company vs. JV vs. realty), and how clear is this to you?

Mix Of Lenders And Wholesale Relationships

• Please confirm in writing whether your access to wholesale lenders (including UWM and others) will be the same, and clarify what happens in the event of a substantial change in NEXA’s relationship with any key wholesaler.

Plans For Servicing And Agencies

• Directly inquire if there is anything currently active relating to co-issue servicing, agency seller-servicer status, or correspondent lines, and how these may affect your role, if at all, as a broker-channel LO.

Portability And Exit

• When building a team or brand with one of the shells or JVs, what options do you have for exiting and re-structuring that arrangement elsewhere, or going back to being a fully independent brokerage with your team and referral partners?

If you want, explain how your friends are planning to do their moves (single LO under NEXA, full branch, JV with an RE team, etc.), and I can prepare a risk/benefit matrix customized to those structures for each scenario.

[Tom Miller]

Federal Reserve Chairman Jerome Powell has recently issued stark warnings about the United States’ fiscal trajectory, often using terms that highlight the unsustainable nature of the current national debt. He has stated that the federal government is on an “unsustainable fiscal path,” with the national debt growing faster than the economy.

This trajectory, he warns, could eventually lead to a “fiscal crisis” or “debt spiral” where the government is forced to make drastic and painful cuts to spending or raise taxes significantly, potentially triggering a severe recession.

The core of his argument is that the high and rising debt level will increasingly constrain the government’s ability to respond to future crises and will place a growing burden on the federal budget due to rising interest payments.

The political reaction to these warnings is sharply divided along party lines, with significant nuances within each party.

President Donald Trump and Republicans:

Republicans, particularly those aligned with the “Make America Great Again” (MAGA) movement, have a complex and often contradictory view on this issue.

Trump’s Stance:

Donald Trump has historically been dismissive of debt and deficit concerns, especially during his own presidency when he oversaw significant increases in the national debt, partly due to large tax cuts in 2017. His primary argument is that economic growth, which he believes he can uniquely generate, will solve the debt problem by “growing out of it.” Trump has often referred to himself as the “king of debt,” suggesting he understands how to manage it.

Trump and his allies are likely to frame Powell’s warnings not as a legitimate concern about fiscal responsibility, but as a politically motivated attempt by a “deep state” or “globalist” figure to undermine his economic agenda or to pressure Republicans into accepting spending cuts or tax increases that they oppose.

They would argue that the focus should be on cutting wasteful spending, particularly on foreign aid and what they deem “woke” domestic programs, rather than on the overall debt level itself.

Mainstream Republican View:

• The broader Republican Party has traditionally positioned itself as the party of fiscal conservatism.
• They often use the national debt as a powerful political tool to criticize Democratic spending proposals, particularly those related to social safety nets, climate initiatives, and infrastructure.
• Their standard prescription for addressing the debt involves:

Slashing Government Spending:

• Advocating for significant cuts to discretionary programs and reforms to entitlement programs like Social Security and Medicare, though the latter is often a politically risky “third rail.”

Opposing Tax Increases:

• Holding a firm line against any tax hikes, arguing that they stifle economic growth.

Deregulation:

• Promoting the idea that cutting regulations will unleash economic activity, thereby increasing tax revenues without raising tax rates.

In summary, when faced with Powell’s warnings, Republicans are likely to deflect blame onto Democratic spending while simultaneously resisting any of the painful solutions (like tax hikes or major entitlement reform) that economists agree are necessary to truly fix the problem. They will likely champion growth as the primary solution, a view that many economists find insufficient to address the magnitude of the debt challenge.

[Tom Miller]

NEXA Lending is forming partnerships and working with shell companies, builders, and realtors to comply with rules on kickbacks and referral fees. These creative deals open up new ways to make money while keeping the focus on brokers. Still, these changes can make things less certain for loan officers and branch managers.

Utilization of Shell Companies and Joint Ventures

NEXA speeds up obtaining state mortgage licenses and approvals by buying inactive shell companies. Instead of paying kickbacks, NEXA and builders form joint ventures to share ownership of licensed mortgage brokerages, such as “ABC Builders-NEXA JV LLC.” Builders send customer leads to the new company, NEXA loan officers work on the loans, and profits are usually split evenly. This setup complies with RESPA rules because both parties really own a part of the business.

Illustrative Scenario: Builder and NEXA Joint Venture

When “Peak Homes,” a Chicago builder dealing with a slow market, teams up with NEXA, they buy a shell company that is already licensed in Illinois and Indiana. They rename it “Peak-NEXA Mortgage Partners LLC,” pool their money, open a shared bank account, and have NEXA loan officers work for the new company. Peak Homes provides homebuyer leads to the company, and loans are handled through NEXA’s partner, United Wholesale Mortgage. Peak gets a share of the profits, like 20% after costs, while NEXA gets more loans and fees. For loan officers, this means more steady business from builder referrals, better team bonuses, and a way to work in new states without getting extra licenses. The downside is stricter pricing and more rules to follow from NEXA and the joint venture.

Illustrative Example: Realtors and AXEN Realty Merger

To attract realtors, NEXA started AXEN Realty. When a team from “Gold Coast Realty” joined, they got a share of ownership or extra pay in a new joint venture, “Gold Coast-NEXA Realty Mortgage LLC.” Realtors and AXEN agents send buyers to the joint venture’s loan officers, who are often realtors now working on loans, and NEXA finishes the loans. Profits are shared, and realtor teams can earn up to 30% of the mortgage money from their listings. Because everything is handled by a single, clear company, this avoids kickbacks. Branch managers can run these joint venture offices, making it easier to market together with realtors and offer other services like title or insurance. Still, this setup can cause problems if independent brokers feel left out by these close-knit teams.

With a shell company in hand, brokers like NEXA can step into loan servicing without the hurdles of becoming an Independent Mortgage Bank or Servicer. NEXA takes over a federally approved shell company that is at least two years old and eligible for servicing. They then apply for Fannie Mae or Freddie Mac approval, leveraging the shell’s track record. Once greenlit, the company can hold onto servicing rights for select loans and collect steady income, such as 25 basis points annually.

Illustrative Example: Servicing Strategy with Hypothetical Partners

If NEXA’s shell company, “ServCo LLC,” gets agency approval, NEXA can work with a big mortgage company like “CrossCountry Mortgage” to create “NEXA-CrossCountry Servicing Partners.” NEXA sends loans to the joint venture, and the venture manages or shares the rights to service the loans. CrossCountry handles daily work, and NEXA pays both servicing fees and the origination fees for the loans. This setup lets loan officers retain the right to service their loans, helps keep income steady during slow times, and places the servicing risk on CrossCountry. The downside: UWM might stop giving NEXA funding if it sees them as a competitor in servicing.

Implications for Loan Officers and Branch Managers

For employees, new ways to make money in different states and more business from joint ventures are clear benefits. Independent brokers can grow without paying for more licenses, but there are downsides: the broker role may become less important, the company may rely more on big platforms, joint ventures may take over from independent brokers, and it can be harder to track pay. In Chicago, strict local rules mean everyone must follow them. In the end, this approach helps those who want to grow, but branches that want to stay independent may find it riskier if joint ventures become more common.