
The company’s fate was written in the margins, those narrow slivers of profit that clung to its balance sheet like ivy to a crumbling wall. Gross margins, the difference between the price of a house and the cost of its repairs, renovations, and the ghosts of its past owners, had dwindled to 8.2% of revenue-a number as fragile as a spiderweb in a storm. Even as interest rates dipped and the economy hummed with the faint buzz of recovery, Opendoor’s coffers bled. Its recent quarter had seen $128 million in gross profit, a pittance compared to the $129 million of the year prior, despite a 4% rise in revenue. The math was a riddle: more sales, less profit. A paradox as old as the desert itself.