
Samuel Butler, Lawyer Who Helped Create Corporate Giants, Dies at 94
Samuel Butler, a Midwesterner who became a top figure of the Wall Street legal world, advising on transformative takeovers and leading city institutions like the New York Public Library, died on Jan. 4. He was 94.
His death, at home in Manhattan, was confirmed by Naren Daniel, a spokesman for Cravath, Swaine & Moore, the law firm where Mr. Butler worked for 47 years.
Over a nearly five-decade career as a lawyer — 18 of those years as presiding partner at Cravath, one of Wall Street's most elite firms — Mr. Butler became a go-to adviser on major mergers and acquisitions, helping to create some of today's corporate giants.
He is also credited with helping Cravath, long known as a law firm to blue-chip companies like J.P. Morgan, get a piece of the deals boom that took off in the 1980s. He advised the drug maker Squibb in its sale to Bristol-Myers in 1989, Time Inc. in its 1990 merger with Warner Communications, CBS in its 1995 sale to the Westinghouse Corporation, Capital Cities/ABC in its 1995 sale to Walt Disney, and Salomon Smith Barney in its 1997 sale to Travelers Group.
'When you think about all the big deals that were going on in the '80s and '90s, Sam was right there,' Faiza Saeed, Cravath's current presiding partner, who worked with Mr. Butler on the Capital Cities deal, said in an interview.
Mr. Butler himself played down his mergers credentials. 'I do not regard myself as a classic M.&A. transactional lawyer,' he said in a 2004 town hall meeting at Cravath. 'I would regard myself as a relationship lawyer.'
That was perhaps most evident in his decades-long bond with one of the most famous corporate deal makers of the modern era, Warren E. Buffett of Berkshire Hathaway. The two got to know each other in the 1970s, when Mr. Butler was a director of Geico, then a troubled auto insurer that suddenly found itself with a major new shareholder: Mr. Buffett, who had amassed nearly a fifth of the company's shares.
The men, both sons of the Midwest, formed a friendship that eventually led to one of Mr. Butler's highest-profile professional accomplishments. Mr. Buffett called him on July 27, 1995, a Thursday, saying he needed help with a transaction that was to be announced the following Monday: Disney's takeover of Capital Cities, of which Berkshire was a major shareholder.
Mr. Buffett was worried that Capital Cities' lawyers did not have enough experience with big-ticket transactions — and knew that Disney was led by Michael Eisner, a hard-nosed negotiator, Mr. Butler said in a 2007 interview with The Wall Street Journal.
When the Berkshire chief explained the situation to Mr. Butler, the lawyer cut him off, Mr. Buffett recalled, telling him, 'We are taking the assignment.'
The two parties sprinted to finish the negotiations, and Disney's takeover was announced as scheduled, on July 31.
'During Sam's tenure at Cravath, everybody wanted him as their lawyer,' Mr. Buffett said in a statement. 'Berkshire was lucky to have the opportunity to work with him.'
Samuel Coles Butler was born on March 10, 1930, in Logansport, Ind., to Melvin Butler, the business manager and co-owner of the Muehlhausen Spring Factory, and Jane (Flynn) Butler, a former schoolteacher.
During World War II, he attended Culver Military Academy, a preparatory boarding school in Culver, Ind., that he credited with challenging him academically. The school's headmaster was an alumnus of Harvard, and persuaded Samuel, who was first in his class, to apply.
He did, and went on to earn both his undergraduate and law degrees there. He then clerked for the Supreme Court Justice Sherman Minton, and later served in the Army.
In 1952, he married Sally Thackston, whom he had met when he was 16. She died in 2023. He is survived by their three children, Sam, Leigh and Elizabeth; nine grandchildren; and eight great-grandchildren.
After military service, Mr. Butler interviewed for legal jobs in Atlanta, Cleveland, Dallas and Houston, hoping, as a self-described small-town kid, to avoid moving to New York City. But he realized that the best jobs were there, and in 1956 joined Cravath. He made partner in 1960.
Mr. Butler, who stepped down as presiding partner in 1998 and retired in 2003, was known among colleagues not only for his expertise in the law but for an unprepossessing manner and for promoting the work of younger lawyers. 'He was not just the eminence grise, and everyone else was just a bag carrier,' Ms. Saeed said.
Beyond his work for corporate giants, he also represented the European Union and the European Investment Bank in American securities law matters for more than 40 years. Outside the office, he devoted his time to several nonprofit institutions, including his alma maters Harvard and Culver, the American Museum of Natural History, Vassar College and the September 11 Victim Compensation Fund.
Chief among those institutions was the New York Public Library, where Mr. Butler was a board member for 45 years and chair from 1999 to 2004. A prolific fund-raiser, he helped the library pay for building renovations and the expansion of its digital resources.
'He devoted enormous time and energy to keeping the library strong,' Ms. Saeed said. 'He viewed that as part of his responsibility, as someone who had been fortunate to have success in business.'

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
23 minutes ago
- Yahoo
Warren Buffett Shocks Wall Street With Retirement Plans. Is Berkshire Hathaway Stock Still a Buy? (Hint: Follow Buffett's Lead.)
Warren Buffett will step down as CEO of Berkshire Hathaway later this year. He will be replaced by Greg Abel, currently the CEO of Berkshire Hathaway Energy. Buffett, in the last six decades, has transformed Berkshire Hathaway from a doomed textile operation into a trillion-dollar company with diverse subsidiaries. Buffett has not repurchased any Berkshire stock in the last three quarters, and shares currently trade near the high end of the historical valuation range. 10 stocks we like better than Berkshire Hathaway › Berkshire Hathaway (NYSE: BRK.A) (NYSE: BRK.B) shares have advanced 9% year to date, but the stock has actually tumbled 8% over the last month because CEO Warren Buffett shocked Wall Street on May 3 when he announced plans to retire this year. Buffett recently said he has no plans to sell any Berkshire stock and reiterated his confidence in successor Greg Abel, currently CEO of Berkshire Hathaway Energy. "I think the time has arrived where Greg should become chief executive officer of the company at year end," Buffett told attendees at the recent shareholder meeting. However, Buffett's business acumen has been a central part of the investment thesis for decades. With his retirement imminent, is Berkshire stock still a buy? Warren Buffett took control of Berkshire Hathaway in 1965. While the last six decades have been nothing short of phenomenal for the company, Buffett says that in hindsight, he showed poor judgment. "Though the price I paid for Berkshire looked cheap, its business -- a large northern textile operation -- was headed for extinction," he wrote in his 2025 shareholder letter. Fortunately, Buffett soon realized his mistake and pivoted toward non-textile operations, the most important of which was insurance. His purchase of National Indemnity, a property and casualty insurance company, in 1967 charted a new course for Berkshire. Moving into insurance created a steady stream of investable capital in the form of premium payments, and Buffett has invested that capital to great effect over the years. Today, Berkshire is one of only 10 trillion-dollar companies. Its stock price has increased nearly 6,000,000% since Buffett assumed control in 1965, compounding at 20% annually. Meanwhile, the S&P 500 has returned about 10.4% annually. That outperformance was due in large part to savvy acquisitions, stock purchases, and share buybacks architected by Buffett, such that he has rightly earned a reputation as one of the greatest investors in American history. Buffett says Berkshire has "no possibility of eye-popping performance" in the future due to its size and the nature of its businesses. In the past, the company has expanded through acquisitions and stock purchases, but with a book value of $650 billion -- the largest of any American business -- very few investments will move the financial needle in a meaningful way for Berkshire. Additionally, Berkshire owns dozens of subsidiaries across a diverse range of industries, including insurance, freight rail transportation, manufacturing, retail, energy, and utilities. But none of those industries are known for high growth, which means Berkshire's earnings will likely increase at a modest pace (not an astonishing one) in the future. That doesn't automatically make Berkshire a bad investment. But investors must be aware of the constraints because high-growth businesses often warrant higher valuations. With that in mind, the stock currently trades at 1.63 times book value, near the high end of the historical range. The five-year average is 1.43. The present figure looks expensive for a business with no chance of eye-popping performance in the future. Buffett evidently agrees. He has not repurchased Berkshire stock since the second quarter of 2024. Prior to that, he repurchased stock in 24 consecutive quarters, spending a cumulative $78 billion on buybacks. Importantly, Berkshire held $348 billion in cash and equivalents on its balance sheet in the first quarter, so the company had plenty of capital to fund buybacks. Buffett simply chose not to take action. Here's the bottom line: Their only explanation as to why Buffett has not repurchased stock in three straight quarters is that he believes Berkshire shares are overvalued. In fact, we can assume he sees shares as less attractive than at any point since Q2 2018. And with the stock still trading near the high end of its historical price-to-book value range, I would be surprised if Buffett were buying shares today. So, while Berkshire is undoubtedly a great business with excellent management -- and Greg Abel is an excellent choice to succeed Buffett -- I think investors should pass on the stock today and wait for a better entry point. Most Wall Street analysts agree: Berkshire's Class B shares have a target price of $490, which implies about 1% downside from the current share price of $494. Before you buy stock in Berkshire Hathaway, consider this: The Motley Fool Stock Advisor analyst team just identified what they believe are the for investors to buy now… and Berkshire Hathaway wasn't one of them. The 10 stocks that made the cut could produce monster returns in the coming years. Consider when Netflix made this list on December 17, 2004... if you invested $1,000 at the time of our recommendation, you'd have $669,517!* Or when Nvidia made this list on April 15, 2005... if you invested $1,000 at the time of our recommendation, you'd have $868,615!* Now, it's worth noting Stock Advisor's total average return is 792% — a market-crushing outperformance compared to 171% for the S&P 500. Don't miss out on the latest top 10 list, available when you join . See the 10 stocks » *Stock Advisor returns as of June 2, 2025 Trevor Jennewine has no position in any of the stocks mentioned. The Motley Fool has positions in and recommends Berkshire Hathaway. The Motley Fool has a disclosure policy. Warren Buffett Shocks Wall Street With Retirement Plans. Is Berkshire Hathaway Stock Still a Buy? (Hint: Follow Buffett's Lead.) was originally published by The Motley Fool Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
2 hours ago
- Yahoo
Warner Bros. Discovery Lays Off Staffers Across Cable Channels
Warner Bros. Discovery is undergoing a new round of layoffs. The job cuts, which are numbered in the double digits but described to The Hollywood Reporter as being well under 100, come across the company's linear cable groups. No particular channel was affected more than others, a person with knowledge of the layoffs said, and no specific function was targeted. More from The Hollywood Reporter 'Dirty Jobs' Host Mike Rowe Sues Discovery Over Denying Streaming Royalties Warner Bros. Discovery Shareholders Reject David Zaslav's $51.9 Million Pay - But It's a Symbolic Vote Disney Lays Off Several Hundred Employees in Cost-Cutting Measure In December 2024, Warner Bros. Discovery took steps toward spinning its cable channels away from its studio and streaming businesses, a la NBCUniversal and the newly created Versant. A reorg at WBD created a global linear TV division, which is the one impacted today. The new corporate structure aims to bolster its 'strategic flexibility and create potential opportunities to unlock additional shareholder value,' the company said back then. 'Since the combination that created Warner Bros. Discovery, we have transformed our business and improved our financial position while providing world class entertainment to global audiences,' WBD president and CEO David Zaslav said at the time. 'We continue to prioritize ensuring our global linear networks business is well positioned to continue to drive free cash flow, while our streaming and studios business focuses on driving growth by telling the world's most compelling stories. Our new corporate structure better aligns our organization and enhances our flexibility with potential future strategic opportunities across an evolving media landscape, help us build on our momentum and create opportunities as we evaluate all avenues to deliver significant shareholder value,' Zaslav added. In May, CNBC's David Faber reported that a NBCU/Versant-like split for WBD was 'imminent.' Well, that hasn't happened — not yet at least. Cable television still generates cash for companies, but the value is dwindling fast. The jewels in a media-company's crown these days (and for the future) are their studios and streaming services. Earlier this week, Disney laid off several-hundred employees. A week or so prior, Disney's ESPN slashed 300 jobs. In March, about 6 percent of Disney Entertainment Networks and ABC News staffers were let go. Best of The Hollywood Reporter 'The Studio': 30 Famous Faces Who Play (a Version of) Themselves in the Hollywood-Based Series 22 of the Most Shocking Character Deaths in Television History A 'Star Wars' Timeline: All the Movies and TV Shows in the Franchise Errore nel recupero dei dati Effettua l'accesso per consultare il tuo portafoglio Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati Errore nel recupero dei dati


Forbes
2 hours ago
- Forbes
Why Corporate Mission Statements Still Matter
Mission statements must represent a company's moral GPS. They must be a combination of aspiration and dedication. Ingrained in the word mission is a certain patience and commitment. A meaningful action is rarely a short-term effort. Even the famed Mission: Impossible franchise has been releasing movies for over 25 years. Missions are unending. This provides an interesting perspective on the value and importance of a corporate mission statement. This guiding principle will live longer than we anticipate, affecting the actions of those who will eventually join your company, some of whom are yet to be born. A relic. A throwback to a sentimental age. Mission statements are not corporate wallpaper—framed, forgotten, and mostly ignored. They are not requisite phrases that simply prove a company is real, like the dust-covered business license on your wall. To the contrary, these statements are qualitative and nearly prophetic. In 2006, Disney simplified its mission statement to include three powerful words, 'Make People Happy.' Isn't it interesting how this statement continues to come true all over the world, from its theme parks to movies and cartoons? Your mission is never about you. It is about what you will cause in the lives of others. In our instant, TikTok-Instagram world, mission statements are more important now than ever. When everything moves fast, fast becomes less valuable. Mission statements, when written and expressed with clarity and meaning, have the effect of slowing us down, permitting us to fish within, surfacing our best ideas. However, mission statements must evolve. The modern mission statement can't be platitudes written during a corporate retreat weekend in the mountains. Instead, it must represent the place where the thinking behind all strategies and corporate endeavors is authorized. Here are three steps your company can take in order to build your mission statement into your north star. Machines can process, predict, and optimize. But they cannot hope. They cannot yearn. They cannot instill purpose. If your company's mission statement does not stir the souls of your people, your people will never stir the souls of your customers. Make sure your language does more than inspire—it must provoke. The statement must represent your company's moral GPS. It must be a combination of aspiration and dedication. It should point to not just who you are today, but who you are committed to being in the future. Your potential workforce today isn't looking for a job—they're looking to belong. If you don't offer them purpose, they will leave you for a company that does. Or they'll become entrepreneurial and build their own cathedral within yours. Don't write your statement as if it's for compliance. Write it as an invitation in your corporate fellowship. Write it as something bigger than any one purpose. Bigger than profit and bigger than brand. It should feel more like scripture than Wall Street—and more accountable than generic. All I am saying is, become thoughtful about the language and the sentiment behind it. Your mission statement is a sacred promise—a promise about who you will serve and how you will serve them. If you can't lead people with a sentence, you don't deserve to lead them with a strategy. If you can't name what your company lives and dies for, don't be surprised when your talent lives and dies somewhere else. So go back to that dusty frame on the wall. Wipe off the glass. Look hard. Then take a pen, and begin again.