Berkshire Hathaway buys Taylor Morrison for $6.8 billion
Berkshire Hathaway bought homebuilder Taylor Morrison for $6.8 billion, merging it with Clayton Properties Group to create the fourth-largest U.S. homebuilder and diversify revenue. The deal tests Beโฆ
Berkshire Hathaway just closed its largest deal under Greg Abelโs leadership, snapping up homebuilder Taylor Morrison for $6.8 billion in cash. The $72.50-per-share purchase, completed July 24, gives Berkshire an eighth-generation homebuilder with a national footprint and deep ties to entry-level buyers. The move marks a major bet on housing just as interest rates remain high and affordability tight, but it also shows Abel is following Warren Buffettโs playbook of deploying โfloatโโthe cash Berkshire collects from insurance premiumsโto fund big bets rather than hoarding cash.
Taylor Morrison brings scale: nearly 23,000 closings in 2025 across 21 states, 52 markets, and 700 communities. Its brandsโEsplanade, Yardly, and Home Fundingโwill merge into Berkshireโs Clayton Properties Group, creating the countryโs fourth-largest homebuilder. The deal diversifies Berkshireโs revenue beyond insurance and railroads into a sector tied to household formation and demographic trends. Berkshire paid with $8.5 billion in enterprise value, including debt, funded from its $400 billion cash pileโa reserve that now earns healthy interest in todayโs high-rate environment.
The timing raises questions. Housing prices are near record highs, not the distressed levels Buffett famously exploited during past downturns. That means Berkshire is buying at cyclical peaks, not troughs, which could test its discipline. Thereโs also execution risk: merging four brands into Claytonโs 15 builders while investors watch Abelโs first steps as CEO isnโt a simple task. Skeptics argue Berkshire may have overpaid for growth that could take years to pay off.
Still, the move fits Berkshireโs long-term capital allocation style, using cheap float to buy assets that generate steady cash. It also mirrors peers like Blackstone, which recently bought Dresser Utility Solutions for $1.8 billion, deploying capital into cash-generative infrastructure. Whether this deal pays off depends on housing demand, integration success, and whether Berkshireโs cash hoard stays deployedโor waits for the next storm.
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