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How to Ship a Car You Bought Online or at Auction

Ship a Car You Bought Online or at Auction

Buying a car without being in the same state as the seller used to be the kind of thing only dealers and collectors did. Online marketplaces like Carvana, Cars.com, Facebook Marketplace, and others have made it a routine transaction for private buyers too. So have live and online auction platforms like Copart, Manheim, and IAAI, where thousands of vehicles change hands every week to buyers who never set foot in the lot.

The financial logic is sound. A desirable vehicle in Phoenix might be $3,000 less than the equivalent in your market. A specialty truck or collector car may simply not be available locally at any price. Buying from a distance expands the market dramatically and often results in better value.

But the car still has to get from wherever it is to wherever you are. That means dealing with a part of the transaction most buyers underestimate: arranging transport, verifying the vehicle’s condition before committing to the cost, and making sure the shipping process doesn’t undo the savings that made the remote purchase attractive in the first place.

This guide covers how the process works from purchase to delivery.

Step 1: Verify the vehicle before you release payment

The biggest mistake remote buyers make is treating a listing description as a substitute for an actual inspection. Photos can hide rust, frame damage, flood history, and mechanical issues that aren’t visible from the outside. A clean title doesn’t mean a clean car.

Before releasing funds, spend the money on an independent pre-purchase inspection. For a private sale, hire a local mechanic or use a service like CARCHEX or Lemon Squad that sends an inspector to the vehicle’s location. For auction purchases, review the condition report carefully; Copart and IAAI both publish graded reports, but a condition grade is not a mechanical inspection.

If the vehicle is inoperable or has undisclosed damage, you need to know before booking transport; not-running vehicles require different equipment and the shipping cost will be higher.

Also pull the VIN through Carfax or AutoCheck before committing. Title washing, odometer fraud, and salvage-title misrepresentation are common enough in online transactions that skipping this step is a real financial risk.

Step 2: Understand the pickup logistics

Where the vehicle is located determines how quickly a carrier can be assigned and what the transport will cost.

Vehicles at dealerships, rental returns, and auction lots are straightforward to pick up. The lot has a loading area, staff who are familiar with the process, and usually flexible hours. Give the lot’s address and a contact name to your transport company; they’ll coordinate directly.

Private-party pickups require the seller to be available or to leave the keys with someone who is. Confirm this before booking. A transport company that shows up to an address with no one present loses the scheduling slot, and a rebook can add days to your timeline.

Auction vehicles typically require the buyer to arrange pickup within a storage window, usually three to seven days from purchase, before storage fees begin accruing. Factor that window into your transport booking; if pickup is delayed past the free storage period, those fees come out of the savings you thought you were getting.

Step 3: Choose the right transport type

Most vehicles ship on open carriers without any issues. Open transport is the default for a reason: it’s efficient, widely available, and handles the overwhelming majority of vehicles safely.

Enclosed transport is worth the additional cost when:

  • The vehicle has a low ground clearance that makes loading on a standard open carrier a risk
  • It’s a classic, collector, or exotic vehicle where cosmetic condition is part of the value
  • It has a fresh paint job or show-quality restoration work
  • The route includes weather conditions that would concern you

For auction purchases specifically, be aware that some auction lots will only release a vehicle to an enclosed carrier for high-value inventory. Verify this with the lot before booking open transport.

If the vehicle isn’t running, tell the transport company before you get a quote. Non-running vehicles require a winch or forklift for loading, and not every carrier is equipped for it. Disclosing this upfront avoids a repricing conversation when the truck arrives.

Step 4: Book transport and time it correctly

Don’t wait until after you’ve purchased the vehicle to start looking at transport options. Research carriers and get quotes as part of your due diligence, before you finalize the deal. Knowing the shipping cost ahead of time is part of calculating whether the remote purchase actually makes financial sense.

When comparing quotes, make sure you’re comparing equivalent services. A quote that looks lower may exclude carrier insurance, door-to-door delivery, or handling fees that others include. Ask specifically what the quote covers; a full all-inclusive figure is the only valid basis for comparison.

Look for transport companies that don’t charge a deposit until a carrier is assigned. Paying a large deposit to a broker who hasn’t yet confirmed a carrier is a position you don’t need to be in, particularly with a vehicle you haven’t taken possession of yet.

RoadRunner Auto Transport requires no deposit at booking; payment is due only once a carrier is assigned and pickup is confirmed. This is especially advantageous for a remote purchase where timing can shift. Their car shipping calculator gives you an all-inclusive quote for your specific route and vehicle.

For a broader look at the top-rated car shipping companies in the market, this guide to the best car shipping companies covers the field in detail.

Step 5: Document the vehicle’s condition before it leaves

The Bill of Lading is the shipping contract and the condition record. The carrier inspects the vehicle at pickup, notes existing damage, and both parties sign. You or your representative does the same at delivery.

If the vehicle is at a dealer or auction lot and you’re not present at pickup, ask for photos of the condition report and the Bill of Lading documentation before the carrier leaves the lot. Reputable transport companies will accommodate this.

At delivery, inspect the vehicle before signing the delivery paperwork. Check for new damage under good light; a flashlight helps on panels that look clean at a glance. If anything has changed from the pre-pickup condition, note it on the Bill of Lading before signing. Claims filed after an unsigned delivery acceptance are much harder to process.

Step 6: Factor the total cost before you commit to the purchase

The purchase price is only part of the transaction. A complete accounting for a remote purchase includes:

  • Vehicle price
  • Pre-purchase inspection (typically $100 to $200)
  • Transport cost (varies by distance and transport type; get a quote before committing)
  • Auction fees, if applicable (buyer’s premiums can add 5 to 20% to the hammer price)
  • Storage fees if pickup is delayed past the lot’s free window
  • Title transfer and registration in your state
  • Any repairs identified in the pre-purchase inspection

Buyers who skip the inspection, underestimate transport cost, or forget auction fees often find that the “deal” they found online is less compelling once all the numbers are in. Run the full calculation first.

Common mistakes remote buyers make

  • Skipping the inspection. This is the most expensive shortcut in the process. A $150 inspection that surfaces a $4,000 problem is money very well spent.
  • Booking transport last. Transport availability on specific routes varies by season and demand. Booking late can mean a longer wait and a higher price, particularly for auction vehicles with a storage deadline.
  • Not disclosing the vehicle’s actual condition. If the car doesn’t run, or has a modification that affects its dimensions (lift kit, wide-body kit), tell the transport company upfront. Surprises at pickup cause delays and can change the price.
  • Comparing base quotes instead of all-in quotes. A quote that excludes insurance or fees will always look better than one that includes everything. Make the comparison on equal terms.
  • Assuming the seller handles everything. Private sellers are not logistics coordinators. Be clear about who is booking the transport, what address the carrier is going to, and who will be present at pickup.

Frequently Asked Questions

Can I ship a car I bought at an auction before the title is transferred?

In most cases, yes. Carriers typically require the Bill of Sale or a release document from the auction house rather than a completed title. Confirm with your transport company what documentation they need before booking, as requirements vary.

How long does shipping take for a remote purchase?

Expect a pickup window of two to five days from when a carrier is assigned, then transit time based on distance. Regional moves often deliver in one to three days; cross-country is typically seven to ten days. Build these timelines into your planning, particularly if the vehicle is at an auction lot with a storage deadline.

What if the vehicle is damaged during transport?

Document the damage on the Bill of Lading at delivery before signing. File a claim with the carrier’s insurance directly; your transport broker can help facilitate this. Photos from pickup and delivery make the claim process significantly smoother. It’s important to fully understand what the carrier’s insurance does and does not cover.

Does it matter that I’m not local to the pickup location?

Not for the transport company. They coordinate directly with whoever has access to the vehicle. What matters is that someone is available at pickup with the keys, and that the address and contact information you provide are accurate.

Is it safe to buy a car I’ve never seen in person?

With a proper pre-purchase inspection, a VIN history report, and a clear understanding of the seller’s return or dispute process, it’s a reasonable transaction. The inspection is the critical variable; buying without one shifts the risk entirely onto the buyer.

Why Your Business Needs Tax Planning Services

tax planning services

Tax season can be stressful for business owners as they navigate complex regulations. Some fear overpaying, while others worry about missed deductions. Where most businesses focus on filing accurate returns, a proactive tax planning strategy can unlock significant savings and financial predictability throughout the year.

What Is the Difference Between Tax Planning and Preparation?

Preparation ensures compliance, while planning focuses on optimization. Tax preparation is a reactive process that focuses on historical accuracy. It compiles financial records from the previous year and files returns with the Internal Revenue Service (IRS) or the state government. Most of this work happens between January and April to meet compliance deadlines.

In contrast, planning looks ahead. It involves analyzing a business’s financial position throughout the year to legally minimize future tax burdens. For successful planning, entrepreneurs must learn complex tax concepts and processes that maximize reduction opportunities before the year ends.

Benefits of a Proactive Tax Strategy

Strategic tax planning delivers measurable advantages that extend beyond simple compliance.

Minimize Annual Tax Liabilities

Year-round planning allows businesses to apply strategies that reduce overall tax bills. Consider strategic timing, which is when entrepreneurs control when they receive revenue and incur expenses. For example, a company that expects high income in the current year may choose to buy new equipment before December 31, which could allow it to claim an immediate large deduction. This can lower taxable income.

Tax credits offer another powerful advantage. While deductions only lower taxable income, credits directly decrease the final bill. The trick lies in knowing the applicable credits for the business’s industry. Some companies invest in research and development or implement green energy solutions to capture valuable incentives.

Ensure Full Compliance and Reduce Audit Risk

When businesses maintain organized, accurate records year-round, they naturally reduce audit-related errors. This forward-thinking approach prevents missed deadlines and ensures meticulous documentation.

Organized, updated paperwork becomes crucial when managing state and local tax obligations. Tax laws vary by business structure and area. That means businesses that sell products or provide services across different states must navigate complex requirements that vary by jurisdiction.

Minimizing audit risk requires identifying and removing red flags before filing. A proactive business collects comprehensive documentation for every deduction and conducts internal reviews to catch potential problems. This systematic approach creates a clear trail of evidence that supports every claim the entrepreneur makes on tax returns. It also gives them confidence that their filings can withstand scrutiny.

Improve Business Cash Flow and Forecasting

Large, unexpected tax obligations create cash flow problems that can destabilize operations. Strategic planning counters this by fostering predictability. It helps entrepreneurs forecast finances accurately and avoid sudden cash shortages. This insight prevents surprise obligations that could require emergency loans or delay critical investments.

Timing major purchases becomes much easier with a clear financial picture. Businesses can set aside adequate funds in advance by assessing their finances throughout the year and predicting tax obligations. This clarity reveals available capital for growth or operational needs.

What Are the Best Tax Planning Services for Business Owners?

Professionals who understand complex regulations can help entrepreneurs implement a comprehensive tax strategy. Here are several options to help businesses with tax planning.

1. Polston Tax

Polston Tax assigns dedicated professionals to each business. Teams can include a tax attorney, accountant and case manager working collaboratively on behalf of the client. This structure provides advanced strategic guidance for entrepreneurs nationwide.

Providing customized tax planning, comprehensive accounting and resolving outstanding IRS or state tax balances form Polston Tax’s core deliverables. With exclusive focus on tax matters since 2001, the company brings decades of concentrated experience. Businesses can schedule a free consultation to discuss potential tax-saving strategies.

2. Dark Horse CPAs

Through its advisory-first approach, Dark Horse CPAs eliminates tax-time surprises by providing strategic guidance throughout the year. Integrated offerings combine tax planning from a certified public accountant with financial and investment planning from a certified financial planner, which creates a unified wealth strategy.

Darkhorse CPAs provides a tax assessment that outlines a clear roadmap of potential approaches and calculates the expected return on investment. A dedicated CPA works collaboratively with each business to foster a high-touch relationship. Additional benefits include maximizing research and development tax credits.

3. Mariner Wealth Advisors

Mariner Wealth Advisors takes a holistic approach by integrating tax matters with wealth management, insurance and estate considerations under one roof. Year-round consulting helps entrepreneurs achieve both business and personal financial objectives.

Securing valuable, complex incentives that many businesses miss demonstrates Mariner Wealth Advisors’ expertise. The firm also provides multi-state tax strategies, bookkeeping support, audit representation and compliance assistance with federal, state and local tax laws.

Be Proactive for a Better Financial Future

Strategic tax planning serves as a fundamental component of smart business management. This forward-thinking approach minimizes liabilities and ensures compliance while reducing audit risk. Entrepreneurs who assess their current strategy and partner with qualified professionals position themselves for sustainable financial success and long-term growth.

Evaluating Local Banks for Customer Satisfaction

Local Banks for Customer Satisfaction

When choosing a bank, interest rates and account features often receive the most attention. However, customer satisfaction is just as important because it reflects the quality of service customers experience over time. Responsive support, knowledgeable employees, digital convenience, and community involvement all influence whether customers remain loyal or decide to switch banks.

For people looking for a local or regional financial institution, evaluating customer satisfaction requires looking beyond advertising claims. Banks that consistently deliver personalized service while maintaining modern banking capabilities often stand out from larger competitors.

What Drives Customer Satisfaction at Local Banks?

Community banks and regional financial institutions often achieve strong customer satisfaction by emphasizing long-term relationships rather than high-volume transactions. While products and pricing remain important, several other factors shape customers’ overall experience.

Key indicators include:

  • Personalized service: Employees understand customers’ financial goals and provide recommendations that remain relevant as financial needs change.
  • Accessibility: Convenient branch locations, responsive customer support and user-friendly digital banking create a seamless experience, improving confidence when managing finances.
  • Community involvement: Local banks that actively support neighborhoods often build stronger trust with customers. A visible local presence reinforces long-term relationships.
  • Financial expertise: Customers value bankers who can guide mortgages, business banking, wealth management and other financial decisions. Knowledgeable advice can help customers make more informed financial choices.
  • Consistency: Reliable service across branches, digital platforms and customer support channels strengthens long-term satisfaction and encourages customer loyalty over time.

These characteristics often distinguish regional institutions from larger national banks, which may rely more heavily on standardized processes.

Regional Banks That Prioritize Customer Satisfaction

The following regional banks illustrate different approaches to delivering positive customer experiences. Midland States Bank, First National Bank of Omaha, Frost Bank and Old National Bank lead by example. They pair relationship-driven service with the broad capabilities customers expect from a modern financial institution.

1. Midland States Bank: Building Relationships Beyond Transactions

Among local banks with the highest customer satisfaction in Illinois, Midland States Bank stands out for combining the personalized service of a community bank with the capabilities of a larger institution. Headquartered in Illinois, it offers personal, business and mortgage loans, as well as equipment financing, treasury services and wealth management solutions. New eligible checking customers can earn a $100 welcome bonus, adding value to an already personalized banking experience.

2. First National Bank of Omaha: Balancing Innovation With Community Banking

First National Bank of Omaha (FNBO) demonstrates how customer satisfaction can grow when digital convenience complements personalized service. As a family-owned bank that has remained independently operated, FNBO continues to emphasize community banking while investing in robust online and mobile banking capabilities. Customers benefit from modern digital tools alongside relationship-based financial guidance, illustrating how technology and personal service can work together to create a positive banking experience.

3. Frost Bank: Combining Digital Convenience With Human Support

Frost Bank demonstrates how customer-focused service builds long-term satisfaction. Alongside its relationship-based approach, it offers a mobile app rated 4.9 out of 5 stars by thousands of users. The app combines modern convenience with 24/7 live human support, allowing customers to speak directly with a representative rather than navigate automated phone menus. By pairing digital banking with accessible, personalized assistance, Frost shows how consistent service across every touch point can strengthen customer loyalty.

4. Old National Bank: Balancing Regional Growth With Trusted Service

Old National Bank demonstrates how a regional institution can expand while maintaining a customer-focused approach. Its commitment to supporting local communities through grants, scholarships and employee volunteering reinforces the relationship-focused values that many customers appreciate. When combined with personal, business and wealth management services, this community-first approach illustrates how regional banks can enhance customer satisfaction beyond everyday banking.

Evaluate Customer Satisfaction Before Choosing a Bank

While satisfaction isn’t measured by a single factor, prospective customers can assess how well a regional bank delivers on its promises by looking beyond marketing materials. Practical research can reveal whether a bank consistently provides the experience customers expect.

Before choosing a bank, people should:

  • Review independent customer ratings and reviews to identify recurring strengths and service concerns.
  • Compare available products and services to ensure the bank can support future financial needs.
  • Test the digital banking experience, including mobile features, security and ease of use.
  • Visit or contact a local branch to evaluate responsiveness, professionalism and personalized service.
  • Look for evidence of community involvement through local partnerships or volunteer initiatives.
  • Review the bank’s financial strength to ensure long-term stability and reliability.

Evaluating these areas provides a more complete picture of customer satisfaction than comparing fees or promotional offers alone.

Choosing a Local Bank That Prioritizes Customers

Customer satisfaction reflects more than convenient banking. It shows how well a financial institution supports customers through responsive service, trusted financial guidance, digital accessibility and long-term relationships.

These case studies demonstrate that regional banks deliver exceptional customer experiences by combining community-focused values with modern banking capabilities. For those evaluating local banks with customer satisfaction in mind, service offerings, convenience and long-term financial support are key.

One Global Industry, Three Incompatible Tax Playbooks

Tax Playbooks

Few industries illustrate the mess of global tax fragmentation as clearly as online gambling right now. Within the space of a few months, three major markets have moved in three different directions on how to tax the same basic activity – and an operator selling the same product across all three has to comply with all of them simultaneously.

One Global Industry, Three Incompatible Tax Playbooks

Brussels is currently weighing a coordinated approach. A proposed 1% EU-wide levy on gambling operators has reportedly gained momentum as part of the bloc’s next long-term budget, with backers arguing it could raise billions for education, youth and mental health funding, alongside strengthening the case against illegal operators. The proposal still needs unanimous approval from all 27 member states, and Malta – whose economy leans heavily on the gambling sector – has already signalled resistance, arguing fiscal sovereignty should stay with individual states.

The US shows what happens without that coordination

Contrast that with the country that never attempted harmonisation in the first place. State-by-state sports betting tax rates in the US currently range from 6.75% in Nevada to 51% in New Hampshire, New York and Rhode Island, with wildly different rules on promotional deductions and loss-carryover that widen the gap further between headline and effective rates. Seven years after the Supreme Court cleared the way for state-level legalisation, there’s still no federal rate, and operators build entirely separate compliance and pricing models state by state.

This site’s own take on why globalisation makes this unavoidable

None of this is unique to gambling. This site’s own piece on cross-border tax management makes the broader point directly: any business operating in more than one market has to reckon with fluctuating currency exposure and a different tax and reporting regime in every jurisdiction it touches, and the more markets it’s in, the more that compliance burden compounds rather than averages out. Gambling is simply an unusually visible example of a pattern that applies to any genuinely multinational business, and one that’s only getting more pronounced as more sectors expand across borders at the same time regulators are trying to catch up.

What a genuinely global operator has to reconcile

An operator like Bet365, licensed and taxed in the UK, active in EU member states that could soon face a bloc-wide levy, and expanding into US states with a 45-point spread in effective tax rates, has to run three fundamentally different compliance calculations at once rather than one global playbook. Bet365’s current bonus code and offer terms on ToffeeWeb reflect one small piece of that discipline – eligibility, minimum deposit and wagering conditions disclosed as a standalone reference specific to the UK market, distinct from whatever a US state or an EU jurisdiction would separately require.

Why none of the three approaches is obviously right

Harmonisation reduces arbitrage but requires unanimous political buy-in that a bloc of 27 sovereign states may simply never deliver. Fragmentation lets each jurisdiction calibrate to local politics but invites exactly the offshore and cross-border migration effects that tend to erode the tax base it was designed to capture. Neither approach has yet produced a stable equilibrium anywhere it’s been tried at scale, which is worth remembering the next time a headline treats a new gambling tax announcement as a simple, one-off revenue story.

Why the underlying caution matters across every one of these markets

None of the tax architecture changes what the product actually is for the people using it. According to the Gambling Commission’s 2025 Gambling Survey for Great Britain, 2.4% of adults – roughly 1.3 million people – meet the threshold for problem gambling, with a further 3.1% classed as at-risk. The signs researchers flag are specific: chasing a loss with a bigger stake, needing to bet more for the same buzz, hiding how much time or money is going into it, or feeling anxious when unable to place a bet. Anyone recognising those signs, in themselves or someone close to them, can contact GamCare or use GAMSTOP to self-exclude from every UK-licensed gambling site at once.

The takeaway for anyone tracking cross-border tax policy

Gambling happens to be the industry making this visible right now, but the underlying tension – one product, many tax regimes, no consensus on the right model – will keep resurfacing in whichever sector globalises next. Watching how this particular fight resolves is as good a preview as any of what’s coming for digital services, crypto and carbon taxes too.

18+. Gambling can be addictive. Please play responsibly. Gambling is strictly prohibited for individuals under the age of 18. Need help? Visit GambleAware.org or call 0808 8020 133 (available 24/7). You can self-exclude from all UK-licensed gambling websites via GAMSTOP. Support is also available via GamCare. All promotions are subject to eligibility, wagering requirements, and full T&Cs. See operator site for details. Commercial content – contains an affiliate link.

Labuan IBFC: A Nexus for Regional Financial Connectivity

Labuan IBFC: A Nexus for Regional Financial Connectivity

From Niche Innovation to Ubiquity

Buying coffee, paying for groceries, shopping online via embedded payment solutions and carrying out banking transactions on mobile banking apps through a few taps on the smartphone– these are all examples of how deeply embedded fintech has become in the life of an average consumer. The operations often run seamlessly in the background, underpinning routine financial transactions.

Small businesses also leverage on fintech to manage their daily operations, from e-invoicing systems to inventory tracking. Additionally, traditional non-bank financial institutions activities, such as sending remittances abroad, applying for loans or purchasing insurance have been significantly simplified and made more accessible by fintech solutions.

The widespread use and integration of fintech in our daily lives underscores how the segment has evolved from a niche offering to a core component underpinning the modern financial ecosystem.

Labuan IBFC: Where Fintech Innovation Thrives

The fintech boom in Asia has led to demand for an innovation-led landscape underpinned by strong fundamentals. This is where Labuan International Business and Financial Centre (Labuan IBFC) comes in, providing a sophisticated framework where avant-garde solutions are frameworked by robust governance which allow for sustained expansion and credibility with quick turnaround times.

Labuan IBFC is currently home to more than 90* digital services providers, which spotlights the jurisdiction’s position as a digital hub. These service providers encompass digital banks, financial exchanges and fintech intermediaries, which thrive within an operating environment that promotes connectivity, innovation capability and partnership. The result is more than a hub—it is a living ecosystem driving the future of digital finance. *Source: Labuan IBFC Market Report 2025

The jurisdiction was placed 37th in the Global Financial Centres Index 39 (GFCI 39) fintech ranking as of March 2026. The GFCI 39 evaluation considers innovation, infrastructure, talent, and regulatory environment. This recognition highlights a preference for jurisdictions that balance forward-looking capability with regulatory robustness.

Combining Digital Innovation with Regulatory Integrity

Key to Labuan IBFC’s success as a digital hub is its legacy licensing approach, which supports a wide range of fintech solutions and activities. Licenses in this segment include the digital banking license, which is key for digital banking operations; alongside the payment system operator, digital financial exchange, digital financial broker and digital investment management licences, which support regulated digital payments, trading, brokerage, and investment activities. It also provides framework-based approvals for tokenisation and digital asset-related platforms under the oversight of Labuan Financial Services Authority (Labuan FSA).

This is complemented by the dedicated Shariah-compliant legislation within its established Islamic finance ecosystem, which enables the jurisdiction to leverage on the meaningful opportunities arising from the intersection of fintech-Islamic finance.

Another key factor is the jurisdiction’s adherence to global transparency and taxation standards, in compliance with OECD regulations inclusive of the BEPS initiative. Oversight by a single regulator – Labuan FSA – and enforcement of a substance requirement policy both contribute to a thriving digital hub that operates on the parallel tracks of governance and measurable economic presence. 

From Financial Centre to Strategic Gateway

Over Labuan IBFC’s 35 years of existence, a key evolution has taken place, whereby the jurisdiction’s role has evolved from a financial centre to a gateway between global capital markets and high-growth regional ecosystems. This is evident especially in fintech, which sees Labuan entities connecting global infrastructure with demand from Asia in a legal and expansionary manner.

An example of this gateway proposition is reflected in regulated digital finance structures established within the jurisdiction, such as the tokenisation of Shariah-compliant securities via the Islamic Digital Assets Centre (IDAC) approach. In one such case study, the tokenisation of IILM sukuk was conducted via a Labuan-regulated platform without compromising Shariah integrity, credit quality, or regulatory compliance. Lower investment thresholds and quicker settlement allow expanded access to institutional-grade Islamic instruments without sacrificing stringent protection for investors. 

The case study above illustrates a key point: the competitive advantage for an ecosystem is not about providing and utilising the most advanced technology; instead, the sustainability and success of an ecosystem will be contingent upon a compliant and flexible framework. In this context, Labuan IBFC’s strength is not merely enabling innovation, but in facilitation — positioning itself as the trusted gateway through which capital can move efficiently, securely, and at scale across different financial systems.

Powering Asia Pacific’s Digital Financial Infrastructure

The explosive growth of fintech, digital payments and platform economies across the Asia Pacific is fuelling the need for scalable financial infrastructure, as the surge in real-time payments, e-wallet adoption and cross-border transactions influences how consumers and SMEs access financial services. Parallelly, the rise of SMEs and digital platforms has made embedded finance solutions a necessity; with payments, lending and treasury functions seamlessly integrated into business ecosystems.

In this landscape, Labuan IBFC plays a collaborative role, enabling efficient cross-border licensing, financial intermediation, and regulatory conformity. The jurisdiction provides globally-compliant infrastructure within a robust regulatory framework and cross-border connectivity—thereby positioning itself as a neutral and trusted nexus seamlessly connecting capital, service providers, and markets across the region’s diverse regulatory environment.

Media Contact

About Labuan IBFC

Labuan IBFC, Asia’s premier international financial hub, offers global investors and businesses the benefits of being in a well-regulated and supervised jurisdiction, which adheres to international standards of compliance in tax transparency. We also provide fiscal neutrality and certainty in a currency-neutral operating environment.

Building Resilient Cross-Border Supply Chains in an Era of Trade Uncertainty

cross-border supply chains

By Jesse Mitchell

Trade volatility is reshaping global logistics, making resilient cross-border supply chains a strategic advantage for companies seeking continuity, compliance, and long-term growth.

Global trade has entered a period where shifting tariffs, geopolitical tensions, regulatory changes, and transportation disruptions have become recurring business realities rather than isolated events. Organizations that are adapting most effectively are investing in resilient cross-border supply chains that prioritize flexibility, visibility, and strategic planning alongside cost efficiency.

Why Has Trade Uncertainty Become a Permanent Supply Chain Challenge?

Trade volatility is now driven by overlapping factors rather than isolated events, making disruption a recurring business risk. Many companies with international supply chains are navigating overlapping changes in tariffs, geopolitical conditions, regulatory requirements, transportation capacity and customs enforcement priorities.

Supply chain planning increasingly requires flexibility because changes in trade policy, customs administration and market conditions may take effect before businesses can adjust established sourcing arrangements. The World Trade Organization reported that the value of global goods imports affected by new tariffs and other import measures more than quadrupled between mid-October 2024 and mid-October 2025 compared to the previous 12-month period.

Frequent tariff changes, retaliatory trade measures, and evolving customs requirements have made landed costs less predictable. Businesses should not assume that tariff rates, trade remedy measures, transportation conditions, and other import requirements will remain unchanged throughout an annual sourcing cycle. For North American importers and exporters, customs planning and compliance are increasingly important complements to logistics efficiency. 

What Makes a Cross-Border Supply Chain Resilient? 

Resilient supply chains balance cost efficiency with the ability to adapt quickly to changing trade conditions. Although resilience measures may add near-term costs, they can be treated as long-term risk-management investments that reduce exposure to certain operational and financial disruptions.

Depending on the organization’s products, markets, and risk exposure, a resilient supply chain may draw on capabilities such as:

  • End-to-end supply chain visibility 
  • Strong customs compliance processes 
  • Supplier diversification 
  • Inventory and transportation contingency planning 
  • Data sharing and forecasting capabilities 

Resilience does not come from a single initiative. It comes from combining compliance, visibility, sourcing, inventory and transportation practices that help an organization prepare for disruption and respond when conditions change.

Traditional Supply Chain 

Resilient Supply Chain 

  • Cost-focused 
  • Sourcing decisions led primarily by unit cost 
  • High dependence on a limited number of suppliers 
  • Customs reviewed primarily when shipments are prepared 
  • Shipment information distributed across systems or partners 
  • Contingency plans developed after a disruption 
  • Sourcing decisions consider cost, continuity, lead time and trade exposure 
  • Supplier concentration is assessed, and alternatives are developed where practical 
  • Customs requirements are considered during sourcing and product planning 
  • Relevant shipment and customs information is shared across responsible teams 
  • Key disruption scenarios and response options are documented in advance 

How Can Companies Reduce Cross-Border Risk Without Sacrificing Efficiency? 

Companies can reduce their exposure by involving customs and logistics specialists earlier, reviewing supplier concentration, assessing potential tariff preferences and improving communication among procurement, logistics, compliance and finance teams. These measures cannot prevent every disruption, but they can help businesses identify avoidable risks before goods are shipped.

Engage customs brokers and logistics providers as strategic partners rather than relying on them solely for transactional support. Their expertise can help identify risks in classification, origin, valuation, and documentation before shipments reach the border.

Integrating customs considerations into broader supply chain planning can help reduce avoidable costs and clearance issues. Relevant customs requirements should be considered during sourcing, product and procurement decisions rather than only when a shipment is being prepared for entry. Regular reviews of tariff classification, country of origin, and customs valuation help reduce the risk of delays, reassessments, and unexpected duty costs.

Cross-functional communication is another critical component. Collaboration between procurement, logistics, customs compliance, and finance helps align operational and commercial decision-making. Ensure relevant information on tariff changes, supplier risks, inventory levels, and regulatory developments is shared across departments. Clear ownership of customs compliance and trade risk management helps organizations respond more consistently as regulations evolve.

6 Key Resilience Practices 

While every supply chain has unique risks, the most resilient organizations consistently prioritize the following practices: 

  1. Diversify suppliers strategically 
  2. Invest in customs compliance 
  3. Improve shipment visibility 
  4. Conduct scenario planning 
  5. Regularly review trade policy exposure 
  6. Strengthen relationships across logistics partners 

These practices help organizations respond more effectively to disruptions while maintaining operational continuity and long-term competitiveness.

What Should Leaders Prioritize as Global Trade Continues to Evolve? 

Make resilience your competitive advantage. Resilience is a long-term business capability. Organizations that can adapt quickly are better positioned to maintain customer commitments and protect profitability during periods of uncertainty.

Trade uncertainty has become an enduring feature of today’s global business environment. Organizations that invest in diversified sourcing, strong customs compliance, supply chain visibility, and proactive risk management are better equipped to navigate disruptions while maintaining efficient cross-border operations.

Resilient supply chains are designed to adapt as conditions change, reduce exposure to identifiable risks and support long-term business objectives. Making resilience a business priority can help organizations respond more consistently to trade changes while continuing to serve customers across borders.

About the Author

Jesse Mitchell

Jesse Mitchell is the Director of Business Development at Strader-Ferris International, a Canadian & U.S. customs brokerage, cross-border logistics, and warehousing company. Founded in 1953 by Raymond Strader, SFI was built around his beliefs of an honest and straightforward approach to helping clients succeed. Strader-Ferris has been in business for 70 years and successfully handled millions of cross-border shipments. 

Rising Fuel Prices Add Pressure on U.S. Economy

Rising Fuel Prices Add Pressure on U.S. Economy

The conflict involving Iran is starting to affect the U.S. economy as fuel prices continue to rise. Gas prices have moved above $4 per gallon nationwide, while diesel prices have increased even faster. Analysts say higher diesel costs are a bigger concern because they make transporting goods more expensive, which can eventually lead to higher prices for consumers.

Experts say fuel prices may stay high even if oil prices begin to fall. U.S. refineries are already operating near their limits, and fuel supplies remain tight after months of heavy demand and global disruptions. Ongoing attacks affecting energy infrastructure have also made it harder for the market to recover.

Many economists expect higher fuel costs to put more pressure on household budgets in the coming months. While the government has taken steps to support energy supplies, analysts say there are no quick fixes. Until production catches up with demand, Americans could continue paying more at the pump and for everyday goods.

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The Best Car Shipping Companies of 2026

Car Shipping

Shipping a car involves real money, a real asset, and a handoff to strangers you’ve never met. The industry is crowded with brokers that quote low, adjust at pickup, and go quiet during transit. The companies on this list were evaluated for the things that actually determine whether a shipment goes well: pricing transparency, carrier vetting, communication during transport, and what happens when something doesn’t go according to plan.

Six companies made the cut. The list is not a directory of every option on the market; it’s a short list of companies worth trusting with a vehicle.

1. RoadRunner Auto Transport — Best Overall

RoadRunner Auto Transport has been in the car shipping business for 30 years, longer than most of its competitors have existed. The company works with more than 14,000 vetted, FMCSA and DOT-compliant carriers across a nationwide network and manages shipments through its own in-house dispatch team rather than relying entirely on external load boards. An AI-powered proprietary load board handles carrier matching internally, which cuts down on the delays and miscommunications that show up when multiple middlemen are involved.

Pricing is all-inclusive from the start: the quote covers door-to-door pickup and delivery, carrier insurance, and applicable fees. There’s no deposit at booking; payment happens once a carrier is confirmed and pickup is scheduled. That structure removes a common friction point and protects customers in cases where plans change before a carrier is assigned.

The service area covers all 50 states, including Alaska, Hawaii, and Puerto Rico, with Caribbean destinations also available. RoadRunner Auto Transport handles standard vehicles, trucks, SUVs, motorcycles, classics, exotics, lifted trucks, dually trucks, oversized vehicles, and inoperable vehicles. Both open and enclosed transport are available. During transit, customers have access to a 24/7 online tracking portal with text and email updates at key milestones.

The company has more than 20,000 five-star Google ratings and is veteran-owned, with military discounts for active-duty service members, veterans, and their families. It operates under USDOT #3124544 out of Bethpage, New York, and holds an accident-free FMCSA safety record for the trailing two years.

For anyone who wants a straightforward quote, no deposit games, and a company with the infrastructure to back up what it promises, RoadRunner Auto Transport is the first call to make. Get a quote at their car shipping calculator.

2. Mercury Auto Transport

Mercury Auto Transport is a Florida-based broker with a solid reputation for fast carrier matching, particularly on high-demand routes like the Florida-to-Northeast corridor. The company offers open and enclosed transport, a price-matching feature for competing quotes, and an online tracking tool. Mercury doesn’t require a deposit upfront and works with a large carrier network. Customer reviews skew positive on communication and pickup timing; the company is a reasonable choice for straightforward moves on well-trafficked routes.

3. SGT Auto Transport

SGT Auto Transport positions itself around price transparency and a price-lock guarantee, meaning the quoted rate is the delivered rate. The company is a broker that focuses on standard residential shipments across the continental US. It offers open and enclosed options, publishes customer reviews prominently, and has a strong record on BBB. SGT is worth considering for budget-conscious shippers on common interstate routes who want a fixed price in writing before committing.

4. Safeeds Auto Transport

Safeeds Auto Transport is a Columbus, Ohio-based broker with a growing national footprint. The company offers open and enclosed transport, door-to-door service, and a 7-day price lock with no upfront payment required. Safeeds has shipped over 10,000 cars and is BBB accredited. The company handles standard vehicles, motorcycles, and specialty vehicles including those purchased at auction. Safeeds is a practical option for customers who want transparent pricing, no deposit, and responsive support throughout the process.

5. AmeriFreight

AmeriFreight is one of the more established brokers in the car shipping space, with a history of competitive pricing and a supplemental insurance add-on that provides additional coverage beyond what carriers’ base cargo insurance covers. The company works with a large carrier network across all 48 contiguous states, with Alaska and Hawaii available through specialist partners. AmeriFreight is frequently cited for its discount structure, including reductions for military, students, and early bookers. A solid mid-range choice for customers who want extra insurance options baked into the process.

6. Montway Auto Transport

Montway is one of the largest auto transport brokers by volume in the United States, handling hundreds of thousands of shipments annually. The company offers real-time tracking, open and enclosed transport, and service to all 50 states. Its scale gives it access to a deep carrier pool, which tends to keep pickup windows tighter than smaller operations can manage. Montway is a reliable choice for standard shipments, particularly for customers who prioritize a well-documented track record and broad availability over a more hands-on customer experience.

What to Look for When Choosing a Car Shipping Company

  • Deposit structure. Companies that require a large deposit before assigning a carrier have less incentive to perform. Look for no-deposit or pay-on-pickup structures.
  • All-in quotes vs. teaser rates. Some companies quote a base rate that excludes carrier insurance and fees, then adjust at pickup. A quote should cover everything.
  • Carrier vetting. A broker is only as good as the carriers it dispatches. Ask how carriers are screened; FMCSA and DOT compliance should be the floor.
  • Communication during transit. Knowing where your vehicle is during a multi-day shipment matters. Tracking portals and proactive updates are worth prioritizing over companies that go quiet once the truck leaves.
  • FMCSA registration. Any broker or carrier moving vehicles across state lines must be registered with the FMCSA. Verify it before booking.

Frequently Asked Questions

How much does it cost to ship a car?

Most domestic shipments run between $500 and $1,500 for open transport. Coast-to-coast moves land at the top of that range or above it. Enclosed transport runs roughly 30 to 50% higher. Distance, vehicle size, route demand, and season all affect the final price; get an all-inclusive quote that covers insurance and fees before comparing numbers across companies.

How long does car shipping take?

Short regional hauls can deliver in one to three days after pickup. Cross-country shipments typically take seven to ten days. Build in a pickup window of two to five days on the front end; carriers consolidate loads along a route before heading out.

Is my car insured during transport?

Licensed carriers are required to carry cargo insurance, and that coverage travels with your vehicle during transport. Coverage levels vary by carrier. Some brokers, including AmeriFreight, offer supplemental insurance for additional protection. Review what’s included before assuming coverage is comprehensive.

Do I need to be present at pickup and delivery?

You or a designated representative needs to be available at both ends to sign the Bill of Lading, which documents the vehicle’s condition before and after transport. This paperwork is important if any damage needs to be claimed.

What’s the difference between open and enclosed transport?

Open transport is the standard option; vehicles ride on an exposed multi-car carrier and the vast majority of shipments use it without incident. Enclosed transport puts the vehicle inside a covered trailer, protecting against weather and road debris. The price difference is real; enclosed typically costs 30 to 50% more. The upgrade makes sense for classics, exotics, or any vehicle whose condition justifies the extra cost.

Trump’s Iran War US Oil Shortage Deception

US Oil Shortage

By Dr. Jack Rasmus

Last June 17, 2026 Trump announced the US and Iran had agreed to a Memorandum of Agreement (MOU) and a ceasefire in the war. The global price of crude oil fell almost immediately—from the $100 per barrel range at which it hovered throughout April and May to $67 for West Texas Crude (WTI) and $70 for Brent crude.

The retail price of gasoline in the US—which had surged from $2.92/gallon nationwide for regular grade gas before the war to the $4.50/gallon range at its peak—cost the American consumer $69 billion in additional out of pocket expense for the four months, March through June.

The MOU did not last long. Within days it began collapsing and in early July both sides declared it was dead. Military attacks by both sides thereafter re-commenced and have escalated steadily ever since. So too has the price of gas at the pump again, as crude oil now exceeds $90/barrel and rising.

When the US government releases crude oil supply from the SPR it doesn’t charge the oil companies anything for the oil. They get the oil for free. No cost.

As the media story goes in the New York Times and Washington Post legacy media in America, Trump responded and agreed to an MOU as result of the pressure from US oil company CEOs who, in early June 2026, went public and warned Trump US oil stockpiles and reserves were running critically low and would disappear in another 3-4 weeks. That would send the spot price of crude well above $150/barrel and gas at the pump to $8/gallon or more! So Trump proposed the MOU to Iran mid-June. The tentative deal on June 17 immediately drove the price of crude down to $67/barrel and shaved 50 cents or more a gallon off the price of gasoline at the pump.

But is this narrative correct?

Was the Iran war really leading to US oil reserves collapsing, causing a severe shortage that was about to drive retail gasoline prices through the roof? Or was the MOU a deception and a tactic to set up a larger military conflict with Iran that is now unfolding?

Let’s look at some facts of the past five months about US crude oil stockpile reserves, US crude production, US crude oil exports and imports, as well as US refinery capacity and gasoline and distillate fuel inventories since February 28, 2026.

Official Data on Oil Reserves, Production & Exports

According to the sources US Energy Information Administration and the private economic research firm, tradingeconomics.com, US commercial oil stock reserves on February 27, 2026 amounted to 439 million barrels. In the first six weeks of military conflict from that date through April 17, US commercial stockpiles of crude rose to 465 million barrels. Thereafter a mild drawdown occurred and by July 17, 2026 the commercial reserves were still 411 million barrels. That latter number represented a mere 6% below the preceding five year average of commercial reserves. Hardly seems like a major commercial stockpile shortage. Or, for that matter, a shortage justifying a $1.50/gallon rise in the price at the pump and $69 billion cost to consumers!

Maybe the commercial reserves were not at crisis levels but the Trump administration’s authorization of a release from the US Strategic Petroleum (SPR) reserve reflected a shortage offset by government oil supplies from the big SPR storage facilities in Big Hill and Bryan Mound, Louisiana.

At the start of the war, the SPR held 415 million barrels. That was already down from its 714 million barrel capacity due to the Biden administration’s release of 300 million barrels after its disastrous inflation and war policies. But that 300 million was all before the Iran war.

By April 17, 2026 the SPR had been drawn down by only 10 million barrels, to 405 million. The drawn down of the SPR didn’t begin until May. By June 26 the SPR reserve was 325 million barrels. Note this fact: the SPR draw down was in May to early June. That’s when the price of crude per barrel was hovering around $100 per barrel—bouncing around a few days lower as Trump falsely announced an end to the conflict no less than 14 times by various accounts—in order to prevent the price surging to more than $100. As Trump manipulated the markets with his announcements, the crude oil price fell $10 to $20 barrel each time, only to rise quickly again after a few days every time he manipulated the markets.

Since June 26 the SPR reserve has continued at around 320 million barrels. On July 17 it was 314 million, down from 325 nearly a month before. In other words, there was little further draw down of the SPR the past month, mid-June to mid-July. Just as there was little draw down from February 28 through April 17. The actual drawn down—about 100 million barrels—occurred between April 17 and June 17. As we’ll see the timing of that drawn down to the period between April 17 and June 17 is important.

The draw down coincided when the price of crude oil hovered consistently around $100 per barrel!

The SPR Oil Company Profit Scam

When the US government releases crude oil supply from the SPR it doesn’t charge the oil companies anything for the oil. They get the oil for free. No cost. They then can sell it for export at the then prevailing market price—i.e. $100 per barrel or more if April to June 17. Or, they can refine it and sell it in the US domestic market—again at the $4.50/gallon price instead of prior $2.92/gallon. In both cases there’s no costs of production for the drilling and other pre-refinery production. And if for export, no costs of production at all. Lower or no cost mean windfall profits.

In the first quarter of 2026 the 27 major US oil companies reported windfall profits of $40 billion. That was before the Iran war and the price escalation. Soon they’ll report second quarter 2026 profits. Analysts except that to be $60 to $80 billion additional profit windfall.

So the US big oil companies in just the first half will realize more than $100 billion further profit from the Iran war. While the US consumer puts out $69 billion and cuts other spending and/or his savings by that amount.

Who says war is not profitable! And who wants it to continue? And this is not to mention the Weapons companies of the Military Industrial Complex. Or the financial speculators who got pre-notice of Trump’s market price manipulation announcements—which include his friends and family businesses who placed speculative bets on oil price swings since February 2026!

The SPR oil company profits scam—where they wait to take SPR free oil at $0 dollar cost until it reaches $100 per barrel and more and then sell it at 100% profit—is just one of many ways that capitalists of various ilk have been exploiting the war.

Defenders of the SPR scam will argue the oil companies don’t realize 100% profit. They have to return the free oil from the SPR at a higher rate that they received. Typically they are required to return 1.2 barrels for every 1 barrel they take. True. But they can wait up to two years to replace the 1.2 barrels. So they wait until the price per barrel falls more than 20% in order to pump their own oil to send to the SPR.

This is not unlike ‘short selling’ stock market shares by speculators. In a short sale, the financial speculator capitalist takes possession of a share of stock and technically ‘sells’ it. When the price of the stock then collapses he ‘buys’ the stock at the much lower price. So he buys it low and (pre) sells it high. The difference is the speculative profit. He doesn’t actually take possession of anything. It’s all an accounting manipulation, except for the profit at the end which he gets to bank in his account. That’s real.

In similar fashion, the Oil company waits until the price per gallon is high, only then ‘takes’ the oil from the SPR. Sells it at the peak market price. Then waits until the price collapses and replaces the oil at the low market price. Even if the replacement is 1.2 to 1, the profit difference is when the lower replacement price is less than 20%. US oil companies took and sold SPR oil at $100 or more per barrel. They have two years to replace it at less than $80. The difference is pure profit. Should a recession occur within two years, the price per crude will certainly fall to $50 or less.

Other Evidence of No Oil Shortage

The oil companies in the meantime gouge the US consumer at the retail level for gasoline, home heating oil, and diesel.

If there was a true supply shortage, why has US crude oil production not changed at all during 2026 and the war?

From our same sources, on February 27, daily US crude oil production in the US was 13.7 million barrels. On April 17 13.6. On June 26, it was 13.8. Since June it has been steady at 13.8 million barrels. So the shortage is not due to US crude oil production. And, as we saw, not due to oil company commercial crude oil reserves.

So where has the SPR oil supply (100 million barrel draw down April-June) gone? Try US oil companies’ US oil exports. The dollar value of those exports rose from $7.8 billion for the month of February 2026 before the Iran war to $17.1 billion in April 2026 to $19.1 billion in May. (June is not yet available but almost certainly will exceed $22 billion).

An argument can thus be made the SPR release plus the US companies’ crude output increase has gone to exports. While some of the dollar value increase is no doubt due to the rising price of US crude exports, some of that is also due to the increase volume of crude exports.

And not just crude oil exports. Refined oil product exports have risen in quantity and price as well. US Refinery capacity rose from 89% in February 2026 to 96% in July.  That increase in refinery output should have increased the supply of gasoline, distillates, etc. and thus reduced the price for consumers at the pump but didn’t. (More supply means lower price).

Gasoline and distillate inventories fell slightly despite the US refinery production rise from 89% to 96% capacity.

While some of the dollar value increase is no doubt due to the rising price of US crude exports, some of that is also due to the increase volume of crude exports.

According to the Wall St Journal of July 9, 2026, US gasoline inventories fell from 253 million barrels on February 27 to 212 million on July 9. And distillate inventories from 120 to 103 million barrels. In both cases, not much a decline or shortage from prior five year average levels, but certainly not enough of a supply shock to justify a 50% increase or more in the cost per gallon for gasoline and diesel fuel!

Conclusions

The data for both US crude oil production and reserves (commercial or SPR) simply don’t indicate there’s been a crisis in oil supply shortage in the US.

US crude production and commercial reserves don’t support that view.

The US SPR release is actually a profits scam to enrich the oil companies, who will have realized windfall profits of more than $100 billion in just the first six months of 2026.

In contrast, US households have paid out of pocket $69 billion. US businesses more.

Much of the SPR free oil was likely re-exported by the US oil companies at significant profit.

US oil companies’ refinery output should have increased the supply of gasoline and distillates but didn’t. That moderate refined oil output increase was also likely mostly re-exported.

There is not now, nor has there been a supply shortage of either crude oil or refined oil products in the US. It’s all a Trump-Media-MIC misrepresentation of facts to justify a grand scale rip-off and exploitation—as all wars are.

Now that the Iran war has resumed as a hot war in July, the process of exploitation of consumers, oil price manipulation and speculation, and oil company profits windfalls will repeat in the second half of 2026.

About the Author

jack_rasmusDr. Jack Rasmus is author of the recently published book, ‘The Scourge of Neoliberalism: US Economic Policy from Reagan to Trump’, Clarity Press, 2020. He publishes at Predicting the Global Economic Crisis

The Collapse of the Bipartisan Consensus Over US-Israel Ties

Bipartisan Consensus on US-Israel

By Dan Steinbock

After the Gaza genocide, bipartisan consensus over US-Israel ties is crumbling. As legal debate is expanding, the political foundation of unconditional U.S. military support for Israel has entered its most serious crisis in decades.

For decades, U.S. support for Israel rested on one of Washington’s strongest bipartisan assumptions: that military assistance was strategically necessary and politically untouchable. But Gaza has weakened that consensus.

Critics now see Israeli military aid as a misguided strategy and political target. The most visible shift has occurred inside the Democratic Party.

A collapsing bipartisan consensus on Israel

Driven by voter and demographic shifts, humanitarian concerns in Gaza, and the unwarranted conflict with Iran, more than 100 House Democrats recently supported an amendment seeking to block billions of dollars in Israel-related assistance, an extraordinary departure from previous voting patterns.

House Democratic leadership (including Minority Leader Hakeem Jeffries) has officially called for a “major reset” in U.S.-Israel relations.

Senate efforts to restrict weapons transfers have also attracted substantial Democratic support, reflecting growing concern about civilian casualties, international law, and U.S. responsibility.

Accountability after mass atrocities has increasingly examined not only battlefield actors but also the widening web of political leaders.

The Republican coalition is also less unified than before. While most Republican lawmakers remain strongly supportive of Israel, MAGA-aligned figures influenced by anti-interventionism, “America First” priorities, and skepticism toward foreign aid have increasingly questioned open-ended commitments.

Growing opposition within the MAGA movement to U.S. arms transfers centers on a deep ideological rift over foreign interventionism. Former Georgia Congresswoman Marjorie Taylor Greene left office in January 2026 after a bitter falling out with President Trump.

While much of the base supports President Trump’s foreign policy, a growing, vocal faction—backed by prominent voices like Tucker Carlson, Candace Owens, and Representative Thomas Massie—challenges continued, unconditional weapons shipments.

The result is a new political landscape: traditional pro-Israel Democrats, evangelical conservatives, progressive Democrats, libertarian Republicans, and anti-interventionist conservatives now approach the issue from fundamentally different premises.

The debate is therefore no longer simply “pro-Israel versus anti-Israel.” It concerns whether U.S. strategic interests, domestic law, international obligations, and humanitarian concerns can continue to be reconciled under existing policy.

From political controversy to legal challenges

At the same time, legal initiatives accusing U.S. officials of complicity or failure to prevent alleged Israeli violations have moved the debate from politics into courts, international institutions, and questions of historical accountability.

The legal debate has developed along several tracks. The most significant U.S. case was Defense for Children International–Palestine v. Biden, brought by Palestinian organizations, Gaza residents, and Palestinian-Americans against President Biden, Secretary of State Antony Blinken, and Defense Secretary Lloyd Austin, for their alleged “failure to prevent and complicity in the unfolding genocide against Gaza.”

Along with the human rights organizations, the lawsuit was promoted by Josh Paul who had resigned from the U.S. State Department over arms shipments to Israel; Jewish Voice for Peace; and genocide and Holocaust scholars spearheaded by international lawyer William Schabas.

The plaintiffs proposed that a genocide, or serious risk of genocide, of Palestinians in Gaza was occurring. They also argued the U.S. is violating its duties under international law to prevent and not be complicit in the genocide. Those U.S. failures were seen to contribute to the erosion of “long and widely held norms of international law,” including the Genocide Convention and Universal Declaration of Human Rights.

The Palestine et al. v. Biden et al. case was dismissed by the U.S. Court with a ruling that “while it is plausible that Israel’s conduct amounts to genocide,” U.S. foreign policy was a political question over which courts lacked jurisdiction. In a written decision, U.S. District Judge Jeffrey White quoted approvingly from a prior preliminary ruling (by the ICJ in the case brought against Israel by South Africa). It found Israel’s conduct in Gaza may amount to genocide and ordered it to stop killing and wounding Palestinians.

Other initiatives include advocacy and legal campaigns by groups such as Democracy for the Arab World Now (DAWN), which warned U.S. officials that continued assistance after awareness of alleged violations could raise questions of aiding and abetting.

DAWN wanted the ICC to investigate Biden, Blinken, and Austin for violating Articles 25(3)(c) and (d) of the Rome Statute. These crimes featured those identified in the ICC arrest warrants against Israeli Prime Minister Benjamin Netanyahu and his former Defense Minister Yoav Gallant. Intriguingly, the DAWN submission widened the net of “accessorial liability” to include several other U.S. officials as well.

More recently, DAWN and allied organizations have also challenged Trump administration’s measures targeting ICC-related advocacy.

Genocide scholar William Schabas and other international-law experts have supported arguments that third-party states may face responsibility if they knowingly facilitate atrocities. In the mainstream corporate media, these remain contested (though increasingly popular) legal interpretations. Yet, the latter have expanded the debate beyond Israel itself to states providing weapons, diplomatic protection, or political cover.

Biden cabinet’s accessorial liability

Critics of the Biden administration argue that responsibility cannot be limited to the president alone. They point to a broader decision-making network involving arms transfers, diplomatic protection, intelligence coordination, and political messaging.

During her failed presidential campaign, Vice President Kamala Harris touted her readiness for executive responsibility by supporting continued military aid to Israel. Although she acknowledged that Gaza was a “humanitarian catastrophe,” she said that she would not shift policy from Biden. Nor would she end arms sales to Israel.

The role of Secretary of State Antony Blinken was most critical because he served as Biden’s right-hand in the Middle East and led the administration’s (largely futile) diplomacy in the region. The State Department oversees diplomatic relations, arms approvals, and implementation of human-rights-related foreign assistance standards.

U.S. military support relied on his subordinates who failed to raise the alarm on the use of arms transfers to Israel in disregard of U.S. foreign policy, domestic legal standards, and international obligations, including Bonnie Jenkins, the Under Secretary of Arms Control and International Security, and Stanley L. Brown, acting as Assistant Secretary Political-Military Affairs, which coordinates between the State and Defense Departments on arms transfers and oversees the Directorate of Defense Trade Controls.

Along with Blinken, Pentagon had the vital role. Defense Secretary Lloyd Austin and senior officials were involved because the Department manages military assistance and security cooperation. Israel’s military support relied on senior officials like Amanda Dory, Under Secretary of Defense for Policy, who provided strategic direction for international arms sales, and Mike Miller, as Director of the Defense Security Cooperation Agency.

Other officials identified by critics include National Security Adviser Jake Sullivan who advised the President on the strategic implications of arms transfers and ensured the coordination between defense, diplomatic, and intelligence agencies. In turn UN Ambassador Linda Thomas-Greenfield had a high-profile role in the UN Security Council. She vetoed seven resolutions calling for immediate ceasefire, humanitarian assistance and limits to Israeli attacks against civilians. She was the public face of a cabinet that was more willing to finance arms for genocide than to end the atrocities.

As Secretary of Treasury, Janet Yellen may look like a gentle grandmother, but she also pledged the U.S. could afford to offer huge amounts of military aid to Ukraine and Israel at the same time, enabling the ceaseless flow of arms in both wars. She warned Iran that nothing was “off the table” for sanctions if Tehran were to be linked to the Hamas-led attack on Israel.

Commerce Secretary Gina Raimondo oversaw dual-use technology exports. CIA Director William J. Burner and the Director of National Intelligence Avril Haines were intimately linked with the Biden cabinet’s actions regarding Gaza.

So, in addition to the big three and the supportive six members of the Biden cabinet, the widening net of accessorial liability includes at least half a dozen other heads of executive departments and some ten cabinet-level officials.

The legal question is not whether every official who supported policy decisions shares identical responsibility. The narrower issue is whether individuals who knowingly continued, facilitated, or defended policies that allegedly contributed to unlawful acts and mass atrocities could or should face political, reputational, or legal consequences.

Historically, accountability after mass atrocities has increasingly examined not only battlefield actors but also the widening web of political leaders, administrators, financiers, and institutions that enable military campaigns.

Are mass atrocities crimes without punishment

In Dostoyevsky’s Crime and Punishment, Raskolnikov thought he was above ordinary morality. Since some are destined to rise beyond good and evil for a higher purpose, he commits a murder but discovers that he will gain no salvation without atonement. Raskolnikov’s unraveling reveals a deeper truth. No mind, no matter how brilliant, can erase its own humanity.

But perhaps things have changed since Dostoyevsky.

After leaving office, many senior Biden officials moved into academia, consulting, publishing, advisory boards, and policy institutions. Today they pontificate on their great achievements in the Biden cabinet.

After leaving office on January 20, 2025, former President Joe Biden has been writing his White House memoir. Thanks to a deal with Creative Artists Agency (CAA), a Hollywood giant, he hopes to cash on future opportunities. He has made only selective public appearances, due to ongoing treatment for prostate cancer.

Having served as Biden’s echo chamber on Gaza, Vice-President Kamala Harris moved to Los Angeles with her family. Like Biden, she, too, signed with CAA to focus on speaking and publishing. 

Former State Secretary Blinken entered the policy and academic circuit. He has a book deal with Crown Publishing. The memoir promises to provide a “candid” and “rare glimpse” of the Russian invasion of Ukraine and the war in Gaza. Blinken is likely hoping a new post in a post-Trump Democratic administration or a return to lucrative private sector consulting.

Former Defense Secretary Austin has also returned to defense-policy and advisory circles. Prior to the Biden White House, he earned seven figures from defense companies, while working alongside Blinken at Pine Island Capital Partners, a private equity firm investing in defense companies. In summer 2025, he rejoined the Carnegie Corp., while launching a consulting firm, Clarion Strategies, with former NATO officials. As CEO and co-founder, he now stood to benefit from the global defense industry.

Jake Sullivan, the former National Security Advisor joined Harvard Kennedy School as the inaugural Kissinger Professor of the Practice of Statecraft and World Order. After the Gaza genocide, he teaches international affairs and global strategy.

Linda Thomas-Greenfield, the public face of the Biden cabinet in the UN, works as a senior advisor at the global advisory and advocacy firm APCO Worldwide. Over the years, APCO’s multiple controversies include corporate campaigns for the tobacco industry, lobbying for foreign governments with poor human rights records, ties to Israeli defense contractors, and investigations into spying on journalists.

Gina Raimondo, former Secretary of Commerce, joined the Council on Foreign Relations (CFR) as a distinguished fellow, co-chairing a task force on economic security.

After her role in arms transfers to Israel and the Gaza genocide, Bonnie Jenkins serves as a visiting professor of international affairs at George Washington University. Specializing in security assistance, weapons destruction, and international security operations, Stanley Brown continues to do what he did during the Gaza genocide.

Janet Yellen, William Burns, and other former officials transitioned into advisory, institutional, or private-sector roles.

Supporters argue these transitions reflect normal democratic circulation between government, academia, and policy institutions. Critics say they demonstrate a structural problem. Officials involved in controversial foreign-policy decisions often face limited consequences and can continue operating within elite networks. Revolving doors between the White House and the private sector compound the problem.

The broader issue is institutional rather than personal. If officials who design or defend disputed policies face no meaningful review, future administrations are likely to conclude that reputational costs are manageable and legal risks minimal.

The Trump escalation: Gaza, Iran, the ICC, and complicity allegations

The second Trump administration has transformed the Gaza debate from a question of U.S. military support into a broader confrontation over the limits of executive power, international law, and American responsibility for allied conduct.

Critics argue that President Donald Trump, Secretary of State Marco Rubio, Defense Secretary Pete Hegseth, and Mike Waltz, ex-Security Adviser and current US Ambassador to the UN, and Treasury Secretary Scott Bessent have moved beyond Biden-era policies by rejecting many external constraints on U.S. and Israeli actions.

On Gaza, the Trump administration has supported positions that critics describe as facilitating potential war crimes, crimes against humanity, or forced displacement.

The most controversial proposal was Trump’s suggestion that the U.S. could take control of Gaza and relocate its Palestinian population — a plan critics argued raised serious questions under international humanitarian law, while supporters presented it as a reconstruction and security initiative.

As the Trump administration pursued policies hostile to international accountability mechanisms, the confrontation with the International Criminal Court (ICC) became a defining issue. Trump issued Executive Order 14203 imposing sanctions and other restrictions on ICC officials involved in investigations affecting U.S. personnel or Israeli officials, arguing that the Court had acted illegitimately against American sovereignty and its allies.

Critics argue that attacking the ICC while shielding Israeli officials facing allegations of war crimes and crimes against humanity severely risks weakening global accountability mechanisms.

In Iran and the wider Middle East, the administration adopted a “maximum-pressure” strategy, restoring sanctions and intensifying efforts to constrain Iran’s nuclear program, regional networks, and military capabilities. Critics warn that escalation policies — including support for Israeli military actions against Iran and threats of overwhelming retaliation — risk expanding regional warfare, generating new civilian harm and participating in war crimes and mass atrocities.

The central legal argument against the administration is not that every official personally committed crimes, but that senior policymakers may incur political or legal exposure if they knowingly authorize, facilitate, or shield actions that violate international humanitarian law.

The historical question is whether these policies will be remembered as necessary exercises of state power — or as a precedent where a great power increasingly exempts itself and its partners from the rules they claim to defend.

Collapse of credibility

The central question is whether controversial wartime policies become temporary exceptions or permanent precedents. If extensive civilian harm, unrestricted weapons transfers, collective punishment allegations, or attacks on the accountability of institutions become politically acceptable, the consequences will extend beyond Gaza.

The central question is whether controversial wartime policies become temporary exceptions or permanent precedents.

The United States has historically promoted international legal norms with strategic exceptions. The Gaza debate exposes that contradiction more sharply than many previous conflicts because Washington is simultaneously a military supplier, presumed diplomatic protector, and global advocate of a “rules-based order.”

The ultimate issue is therefore the collapse of the U.S. institutional credibility, due to the fatal gap between Washington’s stated values and observable events.

There is no return to status quo ante Gaza.

The original version was published by the Informed Comment (US) on July 21, 2026.

About the Author

Dr Dan SteinbockDr Dan Steinbock, an expert of the multipolar world, is the founder of Difference Group and has served at the India, China and America Institute (US), Shanghai Institute for International Studies (China) and the EU Center (Singapore). He is also the author of two new books on the Middle East crises: The Obliteration Doctrine (Sept. 2025) and The Fall of Israel (Oct. 2024). For more, see https://www.differencegroup.net/ 

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CFO's new mandate. CFO explaining the presentation

The Performance and Transformation Orchestrator: The CFO’s New Mandate in the Age of AI

By Terence Tse CFOs are evolving into AI-driven transformation orchestrators, balancing finance, technology, and strategy while upskilling teams, managing risks, and driving measurable business value. A key insight from this year’s AI for CFOs event, organized...

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