I flew to Omaha to cover Warren Buffett's annual meeting. I didn't know I'd witness history being made.
Buffett's revelation that he plans to resign as Berkshire's CEO at the end of this year was the headline of my trip. But I also saw rare treasures, spoke to people from all walks of life, visited storied locations, and discovered how Buffett and his businesses pervade almost every part of Omaha.
I took a connecting flight from Chicago to Omaha and arrived late on Thursday night.One of the welcome ads on the airport's wall requested visitors to "check your SPACs, Crypto, and EBITDA at the gate" — a nod to Buffett and his late business partner Charlie Munger's disdain for risky, speculative, and volatile assets.Munger called the proliferation of special-purpose acquisition vehicles, or SPACs, a "moral failing," dismissed bitcoin as "stupid" and "evil" as well as "rat poison." He also described earnings before interest, tax, depreciation, and amortization as "bullshit earnings."
The influx of thousands of Berkshire shareholders to Omaha each year spells opportunity for many local companies.The Hudson News store in the airport had several areas dedicated to Berkshire books and other financial titles, including "Poor Charlie's Almanack" and "Buffett & Munger Unscripted."Another airport eatery had a See's Candies stall and a sign from Berkshire welcoming its shareholders.I took a taxi to the DoubleTree by Hilton in downtown Omaha. There was a banner in front of the hotel welcoming Berkshire shareholders, and a similar display outside the elevators on my floor.
This was my third annual meeting, and I'm always interested to see how it changes to reflect the deals that Buffett makes.The conglomerate added Squishmallows-owner Jazwares to its exhibitors after acquiring the toy company's parent, Alleghany, in 2022.Squishmallows was one of the biggest exhibitors at Berkshire's shareholder shopping day this year, with myriad displays and interactive activities.Berkshire took full ownership of Pilot Travel Centers at the start of 2024. Pilot employees were selling coffee outside the meeting venue, the CHI Health Center. Inside, the company offered everything from Berkshire Blend coffee to T-shirts with Buffett quotes.
Wan Xue, or "Cathy," 33, from China, was first in line to get her shareholder pass on Friday. She told me she'd purchased 11 books on this trip already, and planned to buy more.She planned to see everything related to Buffett that she could, and had already visited his birthplace and school as well as Berkshire headquarters, she said.
Veteran investors including billionaire Mario Gabelli and Buffett's former financial assistant, Tracy Britt Cool, spoke at conferences on Friday, the day before Buffett's Q&A.Fund manager Chris Bloomstran said at the Gabelli Funds conference that tariffs, trade wars, recessions, depressions, and other crises were "net good for Berkshire" as they created buying opportunities. "Bring on a little pain," he added.I asked Gabelli straight after the conference how he felt about owning Berkshire stock given the current market turmoil.He shrugged off any concerns, saying he first met Buffett more than 50 years ago at Columbia Business School, and has only ever sold Berkshire to stop his portfolio becoming too concentrated.At her company Kanbrick's conference, Britt Cool shared a memorable piece of advice from Buffett about long-term, responsible management: "Think about this business as if it's your family's only asset and you cannot sell it for 50 years."
After Buffett shocked the world with his retirement plan, I left the press area and spoke to several dumbstruck shareholders.Once things calmed down, I took a taxi to Nebraska Furniture Mart for the shareholder picnic, and saw "Mrs B's Clearance & Outlet," named after the remarkable lady who built NFM and sold it to Buffett.There was a photo of Buffett's face on the front door. NFM stocked Buffett T-shirts and other merchandise, and featured an entire See's Candies concession.
Shareholders took the news of Buffett's exit in good spirits. At the picnic in NFM's parking lot, there was live music, bocce, barbecue, drinks, and lots of people laughing, taking photos, playing games, or dancing.Sam McColgan, 31, a Stanford graduate student, told me he was "somewhat relieved" that Buffett had announced his resignation, as "it would have been a shock to the world" if he'd died while still CEO.
The finishers' medals were satisfyingly heavy. I liked the look, feel, and weight of my finishers' medal.The rest area after the race was well set up with breakfast burritos, Dairy Queen ice cream, and energy drinks at the Berkshire Hathaway Energy booth for runners.It was fun to tear off a tab from my race bib and exchange it for a Pilot hot chocolate too.
Buffett's retirement was front-page news on Sunday. The magnitude of what I'd witnessed became clearer after I saw Buffett on the front page of his hometown paper in my hotel's lobby on Sunday.Buffett bought the Omaha World-Herald for $150 million (and took on its $50 million of debt) in late 2011. He sold his newspapers, which also included The Buffalo News, to Lee Enterprises for $140 million in 2020.
People were still processing Buffett's bombshell. After a shower back at the hotel, I took a Lime scooter to Markel's brunch at the Omaha Marriott, down the road from where Buffett held his Q&A.Much of the second floor was packed with people wearing Berkshire merch they'd purchased over the previous two days, from hats and windbreakers to polo shirts and shoes.Calvin Sowah, 30, a venture capitalist from New York City, told me that Buffett's casual manner caught him off guard."I wasn't expecting it," he said. "And he just said it so nonchalantly that it was like, 'Oh, wait, what? You're retiring.'"
Speaking in the hallway outside Markel's shareholder meeting, Martin Wiegand, 67, told me he's attended more than 30 Berkshire meetings and has owned the stock for about 40 years.Wiegand said his father was a school friend of Buffett, and his parents attended Berkshire meetings too.He told me he wants Buffett to continue talking after his deputy, Greg Abel, takes over as CEO in the new year."I hope he doesn't drop the mic and walk off the stage, never to be heard from again," Wiegand said. "I hope he teaches a Coursera course — some sort of a podcast is too much to ask," he continued, adding that he'd like Buffett to keep doing media appearances."Warren Buffett's the moral authority of finance in America," he said. "And I think he proved yesterday he's still the sharpest man in the room at 94."
There was time for one final story from Omaha on my trip home. I thought my Berkshire experience was over when I boarded a flight to New York City early Monday morning.But my seatmates, Aidan Sims and John Di Bella, were two finance majors from NYC who'd also made the trip to see Buffett speak.Sims said he had a date to a formal on Friday night, but managed to make it to Omaha in time to watch Buffett's bombshell announcement.Di Bella told me how he spent the night outside to get good seats for the Q&A. He played poker on the street, vaulted up the arena's steps once the doors opened, and scored selfies with Apple CEO Tim Cook and former Secretary of State Hillary Clinton.The chance encounter cemented Omaha in my memory as a magical place to meet fascinating people, hear wild stories, visit historic locations, and, just maybe, have a once-in-a-lifetime experience.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
an hour ago
- Yahoo
Warren Buffet's Retirement: 5 Smart Money Moves That Made Him His Massive Fortune
Warren Buffet is one of the richest men in the world, with a current net worth of approximately $157 billion, according to Forbes. As the CEO of Berkshire Hathaway for 60 years, Buffett has been the perfect case study for how some relatively straightforward business principles can result in massive success. Discover More: Read Next: While Buffett certainly has some advantages that most average investors don't — from incredible stock-picking acumen to nearly unlimited capital reserves — the principles that he follows are basic enough for anyone to follow and understand. With news of Buffett's retirement buzzing, here's a look at five smart money moves from the Oracle of Omaha that you can adapt to use at a personal level. Berkshire Hathaway is a conglomerate of hundreds of businesses. Essentially, it acts as a holding company for Buffett's investment choices. To make it into Berkshire's portfolio, a company has to be a quality business trading at a discount. In most cases, this means it's priced below what Buffett determines to be its 'intrinsic value.' This provides the opportunity for future profits when the market 'correctly' reprices the business. It's true that the average investor likely doesn't have the time or talent to analyze a company's cash flows and future earnings to derive an 'intrinsic value.' But the principle behind the process remains applicable to all investors and can be distilled down to this simple strategy: Buy low, sell high. Trending Now: Buffett has been famously quoted as saying that his favorite holding period for a stock is 'forever.' Buffett is the anti-trader, a long-term investor who gives his stocks years if not decades to turn huge profits. This gives Buffett the time to enjoy the benefits of compound interest and also to take advantage of long-term capital gains tax rates. These are both fundamental investment concepts that anyone can adopt. One of Buffett's driving investment principles is that you should always keep cash reserves on hand so that you can take advantage of any market opportunities. Now, it's unlikely that you'll ever amass the whopping $334 billion in cash reserves that Berkshire Hathaway currently holds, but the idea behind amassing cash reserves applies to everyone. While you shouldn't hold too much cash in your portfolio, having some on hand allows you to be flexible and adapt to the current market environment. Buffett is far from the only financial expert to recommend understanding what you buy, but he holds to this mantra like an oath. Before he famously bought a massive position in Apple stock, he stubbornly avoided the hot tech stocks that were driving the market higher because he admitted he didn't really understand them. Although he may have missed out on some big gains from well-known companies like Nvidia, he's still managed to assemble a portfolio that has absolutely trounced the returns of the S&P 500 for a decades-long stretch. Clearly, the stocks that Buffett does choose to invest in are ones he thoroughly understands, including their profit potential. As of March 2025, Berkshire Hathaway held approximately $126 billion in debt. While that may be a lot of debt in an absolute sense, relatively speaking, it's effectively nothing. Berkshire has cash reserves of almost three times the amount of its debt — giving it net debt of $0 — and it generated over $424 billion in revenue in 2024 alone. Undoubtedly, the debt that Berkshire carries on its books serves an investment purpose, otherwise Buffett, who famously decries debt, would simply pay it off. The same principle should hold true with most investors. Debt should only be used to serve an investment purpose, such as taking out a mortgage to buy a property. Otherwise, you should use your cash reserves to pay that down, particularly if it's high-interest consumer debt, such as on a credit card. While you may never reach the lofty net worth of multi-billionaire Warren Buffett, you can very easily use some of his investment principles to make smart money moves in your own life. And who knows? Given enough time and investment acumen, maybe you too could parlay your strategy into a 10-digit net worth — or at least a solid retirement nest egg. More From GOBankingRates The New Retirement Problem Boomers Are Facing This article originally appeared on Warren Buffet's Retirement: 5 Smart Money Moves That Made Him His Massive Fortune
Yahoo
6 hours ago
- Yahoo
How I became 'king of billboards' and sold my business for £1bn
When serial entrepreneur Damian Cox shunned university for skiing in the late 1990s and returned to London some six years later looking for a job, it was for anything other than being an estate agent. Cox had previously attended the now-closed Douai School in Berkshire, run by Benedictine monks, and says that around three quarters of his year went on to run their own businesses. 'There must be a direct correlation between the fact that we learned nothing, other than how to look after ourselves and maybe how to create something out of nothing,' says the founder and CEO of Wildstone, one of the world's biggest billboard companies valued today at £2bn. 'As a result, I think we all became quite entrepreneurial.' Read More: The boss who has found 'nature's answer to plastic' Growing up alongside a single mother and three sisters, Cox asked a recruitment friend for any upcoming vacancies and started as a development executive for a start-up called Blow Up Media, which signed up sites and put adverts on scaffolding. As its first UK employee, Cox witnessed scale firsthand as the firm reached a multi-million pound turnover in a few years. He also believed he was the 'worst paid person in the company'. This after negotiating its first sale of £80,000 per month. Following a meeting with the CEO and no pay rise forthcoming, he left the firm. Cox co-founded a competing venture the next day, having already built a network of landlord contacts. He admits now to lacking business know-how, cash flow experience and, crucially, that being paid on the same day didn't exist. 'There was this sort of Gordon Brown-esque extended payment term of 30, 60, 100 days. So you had to pay your landlords on Monday and you didn't get your money for 100 days. And that was a very, very big lesson in business.' Over a year later, a business magazine profiled Cox and his business, EK Straas, which was seen by leading outdoor advertising companies JCDecaux ( and Clear Channel (CCO), the latter offering an undisclosed 'life-changing amount of money' despite yet being profitable. Cox, 50, worked as a senior executive for Clear Channel for about a year but soon shunned the corporate world after witnessing what he says was a lack of ambition, innovation or growth. Instead, he challenged the consolidated outdoor billboard market with his next agency venture in 2004. Ocean Outdoor aimed to find the best assets and attract a greater revenue profile. Read More: Meet the company that finds 'must-haves' to make everyday life easier He negotiated a deal with a central London landlord on one of the highest profile banner sites by Tottenham Court Road station before erecting the first digital panel in Liverpool. 'The business snowballed from there,' says Cox. In 2010, he was effectively sacked from his start-up after bringing a chairman on board he failed to bond with and the market having suffered from the 2008 financial crisis. 'I was trying to be all things to all people without acknowledging what I'm really good and bad at. So maybe they made the right decision,' recalls Cox. 'But the market did return quickly and that was a pretty brutal learning for me. I'm very thankful today that it did happen because I wouldn't have Wildstone without that period of negativity.' Wildstone, his third venture he co-founded with Patrick Fisher in 2010, set out as a consultancy business as it first extracted revenue from landlords and took commission before becoming the world's largest media infrastructure company. 'We became successful very quickly, however you sometimes underestimate your own ambition. I didn't have the ambition to take over the world, but soon it became apparent that actually that's what I wanted to do again. 'I'm fortunate enough to suffer from ADHD which allows me to compartmentalise things easily. My mother was also a huge guiding force for me in lots of ways because I watched someone bring up four kids with nothing. I can't sit at home doing nothing. I love putting a creative vision in place and seeing if it's achievable.' Wildstone has acquired, upgraded and digitised super-sized billboard posts into architecturally-led designs. The Hammersmith-based firm, which employs 130 staff globally, was sold to private equity in September 2022 for around £1bn, with Wildstone now boasting around 5,500 billboards across the UK, Ireland, Spain, the Netherlands and Germany, as well as Australia. 'People often see the other side, that you've made some money and it must be easy for you,' admits Cox, who lives in the Cotswolds and is an avid collector of emerging artists. 'But they don't see the 10 years of not sleeping or the anxiety that goes with it. Having a business bank account with £50,000 in it and you've got a wage bill on Friday of £400,000; those kinds of elements get lost in history and it's really difficult. 'I wouldn't underestimate that to anyone starting a company. You're navigating politics, revenue, cash flow, a market you can't control. And all of that has to come together in a way that allows you to move forward and survive.' Read More: The life lesson behind 335-year-old funeral business When the business was sold 12 years after being founded, Wildstone's leadership ensured a 'lump sum cash' for every employee and further qualification for remaining at the company. Staff turnover remains small. Cox remained as global CEO after the sale, following several months of feeling 'deeply unhappy and depressed' after spending years scaling companies. Reinvigorated, he says that billboards today are 'still at the front of everything' when it comes to contextual advertising. 'It's the last broadcast medium that you can't swipe,' says Cox, who aims to grow Wildstone globally to the tune of a £15bn valuation. 'If it's on the side of a road you're driving down, you're going to see it. That for me makes it very attractive and we are becoming more and more valuable.' Helping a competitive market grow You do get slightly aggravated by the level of red tape, tax and constant desire by governmental bodies to take off you, which makes business harder as time goes on. In our industry, business rates are a prime example. Local authorities hate advertising, but they're happy to slap a 40-45p in the pound business levy on every advertising asset for doing nothing. Cash flow means you're very rarely positive for at least a couple of years on building one advertising panel. The benefit we have is that I am able to say that we own that infrastructure and I'll give you 100 billboards that are now digitised. I'll let you pay in arrears for the first quarter so you've got time to build up that cash flow to be able to pay. So actually our business makes the market wholly more competitive than it ever has been before. And it means that the stranglehold some of the bigger players have isn't necessarily as tight as they'd like it to be. We're able to push some of the smaller players up into the market. This is great because, after all, it's hard building a business. Read more: Meet the 'jokers from London' who sold 100,000 blocks of butter in first 10 weeks 'My sofa took six months to arrive — so I built a £20m business' 'I paid myself £4 an hour to get my Rollr deodorant off the ground'Sign in to access your portfolio
Yahoo
6 hours ago
- Yahoo
How I became 'king of billboards' and sold my business for £1bn
When serial entrepreneur Damian Cox shunned university for skiing in the late 1990s and returned to London some six years later looking for a job, it was for anything other than being an estate agent. Cox had previously attended the now-closed Douai School in Berkshire, run by Benedictine monks, and says that around three quarters of his year went on to run their own businesses. 'There must be a direct correlation between the fact that we learned nothing, other than how to look after ourselves and maybe how to create something out of nothing,' says the founder and CEO of Wildstone, one of the world's biggest billboard companies valued today at £2bn. 'As a result, I think we all became quite entrepreneurial.' Read More: The boss who has found 'nature's answer to plastic' Growing up alongside a single mother and three sisters, Cox asked a recruitment friend for any upcoming vacancies and started as a development executive for a start-up called Blow Up Media, which signed up sites and put adverts on scaffolding. As its first UK employee, Cox witnessed scale firsthand as the firm reached a multi-million pound turnover in a few years. He also believed he was the 'worst paid person in the company'. This after negotiating its first sale of £80,000 per month. Following a meeting with the CEO and no pay rise forthcoming, he left the firm. Cox co-founded a competing venture the next day, having already built a network of landlord contacts. He admits now to lacking business know-how, cash flow experience and, crucially, that being paid on the same day didn't exist. 'There was this sort of Gordon Brown-esque extended payment term of 30, 60, 100 days. So you had to pay your landlords on Monday and you didn't get your money for 100 days. And that was a very, very big lesson in business.' Over a year later, a business magazine profiled Cox and his business, EK Straas, which was seen by leading outdoor advertising companies JCDecaux ( and Clear Channel (CCO), the latter offering an undisclosed 'life-changing amount of money' despite yet being profitable. Cox, 50, worked as a senior executive for Clear Channel for about a year but soon shunned the corporate world after witnessing what he says was a lack of ambition, innovation or growth. Instead, he challenged the consolidated outdoor billboard market with his next agency venture in 2004. Ocean Outdoor aimed to find the best assets and attract a greater revenue profile. Read More: Meet the company that finds 'must-haves' to make everyday life easier He negotiated a deal with a central London landlord on one of the highest profile banner sites by Tottenham Court Road station before erecting the first digital panel in Liverpool. 'The business snowballed from there,' says Cox. In 2010, he was effectively sacked from his start-up after bringing a chairman on board he failed to bond with and the market having suffered from the 2008 financial crisis. 'I was trying to be all things to all people without acknowledging what I'm really good and bad at. So maybe they made the right decision,' recalls Cox. 'But the market did return quickly and that was a pretty brutal learning for me. I'm very thankful today that it did happen because I wouldn't have Wildstone without that period of negativity.' Wildstone, his third venture he co-founded with Patrick Fisher in 2010, set out as a consultancy business as it first extracted revenue from landlords and took commission before becoming the world's largest media infrastructure company. 'We became successful very quickly, however you sometimes underestimate your own ambition. I didn't have the ambition to take over the world, but soon it became apparent that actually that's what I wanted to do again. 'I'm fortunate enough to suffer from ADHD which allows me to compartmentalise things easily. My mother was also a huge guiding force for me in lots of ways because I watched someone bring up four kids with nothing. I can't sit at home doing nothing. I love putting a creative vision in place and seeing if it's achievable.' Wildstone has acquired, upgraded and digitised super-sized billboard posts into architecturally-led designs. The Hammersmith-based firm, which employs 130 staff globally, was sold to private equity in September 2022 for around £1bn, with Wildstone now boasting around 5,500 billboards across the UK, Ireland, Spain, the Netherlands and Germany, as well as Australia. 'People often see the other side, that you've made some money and it must be easy for you,' admits Cox, who lives in the Cotswolds and is an avid collector of emerging artists. 'But they don't see the 10 years of not sleeping or the anxiety that goes with it. Having a business bank account with £50,000 in it and you've got a wage bill on Friday of £400,000; those kinds of elements get lost in history and it's really difficult. 'I wouldn't underestimate that to anyone starting a company. You're navigating politics, revenue, cash flow, a market you can't control. And all of that has to come together in a way that allows you to move forward and survive.' Read More: The life lesson behind 335-year-old funeral business When the business was sold 12 years after being founded, Wildstone's leadership ensured a 'lump sum cash' for every employee and further qualification for remaining at the company. Staff turnover remains small. Cox remained as global CEO after the sale, following several months of feeling 'deeply unhappy and depressed' after spending years scaling companies. Reinvigorated, he says that billboards today are 'still at the front of everything' when it comes to contextual advertising. 'It's the last broadcast medium that you can't swipe,' says Cox, who aims to grow Wildstone globally to the tune of a £15bn valuation. 'If it's on the side of a road you're driving down, you're going to see it. That for me makes it very attractive and we are becoming more and more valuable.' Helping a competitive market grow You do get slightly aggravated by the level of red tape, tax and constant desire by governmental bodies to take off you, which makes business harder as time goes on. In our industry, business rates are a prime example. Local authorities hate advertising, but they're happy to slap a 40-45p in the pound business levy on every advertising asset for doing nothing. Cash flow means you're very rarely positive for at least a couple of years on building one advertising panel. The benefit we have is that I am able to say that we own that infrastructure and I'll give you 100 billboards that are now digitised. I'll let you pay in arrears for the first quarter so you've got time to build up that cash flow to be able to pay. So actually our business makes the market wholly more competitive than it ever has been before. And it means that the stranglehold some of the bigger players have isn't necessarily as tight as they'd like it to be. We're able to push some of the smaller players up into the market. This is great because, after all, it's hard building a business. Read more: Meet the 'jokers from London' who sold 100,000 blocks of butter in first 10 weeks 'My sofa took six months to arrive — so I built a £20m business' 'I paid myself £4 an hour to get my Rollr deodorant off the ground'Sign in to access your portfolio