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Berkshire Hathaway when asked about how autonomous driving will affect their auto insurance business GEICO Ajit Jain: most of the insurance that is bought today revolves around operator errors; in the future, most will instead revolve around product liability Warren Buffett: It's a problem but that's what makes my... show more

Jacob Hilton

9,456 subscribers

141,916 views • 1 year ago •via X (Twitter)

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11 Comments

Bisla1 year ago

I love how warren buffet always has a positive mindset even when it's something that cannibalizes his business.

The Liberation Project1 year ago

𝐀 𝐇𝐞𝐚𝐥𝐭𝐡 𝐈𝐧𝐬𝐮𝐫𝐚𝐧𝐜𝐞 𝐂𝐄𝐎 𝐢𝐬 𝐍𝐨𝐭 𝐓𝐡𝐞 ‘𝑾𝒐𝒓𝒌𝒊𝒏𝒈 𝑪𝒍𝒂𝒔𝒔 𝑯𝒆𝒓𝒐’ Americans of all political affiliation suddenly woke up realize they agree that their healthcare system is inherently cruel and produces unnecessary misery. ★ NEW ARTICLE ⬇️

marckocher1 year ago

Municipalities that rely on revenue from traffic violations will also be impacted. Autonomous vehicles will obey traffic laws. Also, likely a huge drop in parking meter revenue when driverless cars take more of a share of the miles driven.

Brandon 🇺🇸1 year ago

There will be no product liability. Cant wait till these mob corporations go down

Yoshii1 year ago

The human factor in the ride-hailing industry seems to be the most expensive element in the profitability equation. But as my elderly relatives asked during our AV future discussion: “Who’s going to load my luggage into the trunk when it picks me up from the airport?” @Tesla_Optimus

Freedom 441 year ago

Tesla will handle all claims directly for Robotaxi rides. There is no insurance.

Thomas_Aquinas1 year ago

FSD will replace your insurance and cost the same, or less.

median_1 year ago

From auto insurance to total human annihilation back to auto insurance in 3 minutes

Jacob1 year ago

😂

wdlphd1 year ago

Basically we won't be charging you less...we most likely will be charging you more 🖕

Dr. Onkeymayuttbay1 year ago

I want a deduction for having and using FSD 💯 of the time. But no, I think I pay more for having the safest car in the world.

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25,336 views • 6 months ago

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Warren Buffett bought a dying textile mill out of pure spite. It became a $1 TRILLION company. He still calls it the dumbest decision of his career. > In 1962 Buffett was running a small investment partnership called Buffett Partnership Ltd > He spotted Berkshire Hathaway a failing textile mill in Massachusetts. > Every time the mill closed a factory they bought back their own shares at a small premium. > Buffett kept buying shares and flipping them back for a tiny profit. > In 1964 CEO Seabury Stanton shook hands with Buffett and verbally agreed to buy his shares at $11.50 each. > When the written offer arrived it said $11.375 exactly 12.5 cents less than agreed. > Buffett wrote later that he felt "chiseled". > Instead of selling he went and bought every single share he could find. > By May 1965 Buffett Partnership had taken control of Berkshire Hathaway. > He fired Stanton on the spot. > He had just spent $14 MILLION buying a dying textile business out of pure spite. > For years it earned almost nothing. > His partner Charlie Munger told him from day one it was a catastrophic mistake. > Buffett ignored him, then he started using Berkshire as a shell to buy insurance companies and invest the premiums. > That single pivot triggered entirely by anger over 12.5 CENTS built one of the greatest investment empires in history. > Berkshire Hathaway is now worth over $1 TRILLION. > It holds $325 BILLION in cash alone more than the GDP of most countries. > Buffett retired as CEO on December 31 2025 at age 95 after 60 years. > In a 2010 CNBC interview he called Berkshire "the dumbest stock I ever bought". > He estimated his anger over 12.5 cents cost him $200 BILLION in lost compounding. > His net worth today is $150 BILLION almost entirely from the company he bought out of spite. The most expensive argument in business history started with 12.5 cents.

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Warren Buffett was asked what he means when he says he doesn’t understand a business. His answer: “It’s not a question of understanding the product. It’s the predictability of the economics of the situation 10 years out — and that’s our problem.” ___ Buffett isn’t saying he can’t understand what a business does. He understands steel. He understands homebuilding. The product, the distribution, the customers — that’s the easy part. What he’s asking is something far more demanding: can I predict the economics of this business with reasonable confidence a decade from now? That’s an entirely different question and why most businesses fall under the “too-hard” pile for Buffett. Here’s an exercise worth trying the next time you’re reviewing a stock: Take a blank piece of paper. No spreadsheet. No model. Just write out your best estimates of what revenues, free cash flow, and earnings will look like over the next five years. Then calculate what you’re paying for the entire business today — and ask yourself honestly whether you’re being well compensated for that ownership. Your estimates will likely be off. That’s fine. That’s not the point. The point is to notice which businesses you can make confident assumptions about five years out — and which ones leave you staring at a “confused page”. That gap in confidence is exactly what Buffett is talking about. You can see an example of how to do this in Rose Celine Investments 🌹 post on $DLO ___ 🎙️ Berkshire 2000 Annual Meeting | CNBC Warren Buffett Archive (04/29/2000)

Warren Buffett was asked what he means when he says he doesn’t understand a business. His answer: “It’s not a question of understanding the product. It’s the predictability of the economics of the situation 10 years out — and that’s our problem.” _ Buffett isn’t saying he can’t understand what a business does. He understands steel. He understands homebuilding. The product, the distribution, the customers — that’s the easy part. What he’s asking is something far more demanding: can I predict the economics of this business with reasonable confidence a decade from now? That’s an entirely different question and why most businesses fall under the “too-hard” pile for Buffett. Here’s an exercise worth trying the next time you’re reviewing a stock: Take a blank piece of paper. No spreadsheet. No model. Just write out your best estimates of what revenues, free cash flow, and earnings will look like over the next five years. Then calculate what you’re paying for the entire business today — and ask yourself honestly whether you’re being well compensated for that ownership. Your estimates will likely be off. That’s fine. That’s not the point. The point is to notice which businesses you can make confident assumptions about five years out — and which ones leave you staring at a “confused page”. That gap in confidence is exactly what Buffett is talking about. You can see an example of how to do this in Rose Celine Investments 🌹 post on $DLO _ 🎙️ Berkshire 2000 Annual Meeting | CNBC Warren Buffett Archive (04/29/2000)

Dimitry Nakhla | Babylon Capital®

42,278 views • 3 months ago

Bill Ackman is quietly building the next Berkshire Hathaway In a recent interview, he laid out how he plans to deliver 20%+ returns - using Warren Buffett’s blueprint Here’s how he’s doing it: "So our day job, as a firm, is buying minority stakes in companies and helping make them more successful. We like to own them for long periods of time — typically 2%, 5%, or 10% positions. While we don’t have control, we’re often influential shareholders. I’ve always admired Mr. Buffett. If you look at his history: in 1955, he started a small partnership. By 1962, he began buying into a struggling textile company because it was cheap. By 1968, he had control — but of a not-so-great business. He eventually wound down his hedge fund, tired of the volatility of outside capital, and shifted to building a permanent capital vehicle. Buffett was essentially an activist hedge fund manager early on. He took control of Berkshire, bought an insurance company and a bank, and over time built what’s now a trillion-dollar business. He’s been an unofficial mentor of mine. In our case, we own 47% of Howard Hughes Corp — a very different kind of public company. It builds and owns cities. It’s underappreciated by the market and, like early Berkshire, trades cheaply. We’re also in the process of either buying or building an insurance company. The goal is long-term compounding by owning businesses, not just stocks. The insurance company will hold stock investments, much like Berkshire does. What’s unique about Berkshire is that it combines a world-class insurance operation with a high-performing investment arm. Most insurance companies focus only on underwriting. Most investment firms only manage capital. Berkshire does both. And the structure matters. A standalone insurance company faces tighter investment regulations. But if it's owned by a well-capitalized holding company, you get more flexibility. Rating agencies care more about the parent company's strength than just capital levels. Credit ratings are critical — no one buys insurance from a poorly rated firm. Buffett's insurance companies benefit from being owned by a diversified, non-insurance parent with strong credit and low leverage. That gives him more freedom to invest insurance assets in equities — not just bonds. Our plan is similar. Pershing Square is very well-capitalized, with ~$30 billion in assets. That supports our 47% stake in Howard Hughes. HHC benefits from having a financially strong parent. It’s already a solid business, with about $5 billion in equity. We’ve also started an insurance subsidiary within HHC. Thanks to the structure, we’ll have similar investment flexibility as Berkshire — using insurance float to compound returns. Pershing Square has compounded at ~23% annually over 21 years (pre-fees). Since we raised permanent capital, returns have been ~27–28% over the last eight years. So the business model is this: Use a profitable insurance company to generate low-cost liabilities Invest those assets at high returns Compound capital over the long term That’s the blueprint — and we’re using Howard Hughes to follow it."

Bill Ackman is quietly building the next Berkshire Hathaway In a recent interview, he laid out how he plans to deliver 20%+ returns - using Warren Buffett’s blueprint Here’s how he’s doing it: "So our day job, as a firm, is buying minority stakes in companies and helping make them more successful. We like to own them for long periods of time — typically 2%, 5%, or 10% positions. While we don’t have control, we’re often influential shareholders. I’ve always admired Mr. Buffett. If you look at his history: in 1955, he started a small partnership. By 1962, he began buying into a struggling textile company because it was cheap. By 1968, he had control — but of a not-so-great business. He eventually wound down his hedge fund, tired of the volatility of outside capital, and shifted to building a permanent capital vehicle. Buffett was essentially an activist hedge fund manager early on. He took control of Berkshire, bought an insurance company and a bank, and over time built what’s now a trillion-dollar business. He’s been an unofficial mentor of mine. In our case, we own 47% of Howard Hughes Corp — a very different kind of public company. It builds and owns cities. It’s underappreciated by the market and, like early Berkshire, trades cheaply. We’re also in the process of either buying or building an insurance company. The goal is long-term compounding by owning businesses, not just stocks. The insurance company will hold stock investments, much like Berkshire does. What’s unique about Berkshire is that it combines a world-class insurance operation with a high-performing investment arm. Most insurance companies focus only on underwriting. Most investment firms only manage capital. Berkshire does both. And the structure matters. A standalone insurance company faces tighter investment regulations. But if it's owned by a well-capitalized holding company, you get more flexibility. Rating agencies care more about the parent company's strength than just capital levels. Credit ratings are critical — no one buys insurance from a poorly rated firm. Buffett's insurance companies benefit from being owned by a diversified, non-insurance parent with strong credit and low leverage. That gives him more freedom to invest insurance assets in equities — not just bonds. Our plan is similar. Pershing Square is very well-capitalized, with ~$30 billion in assets. That supports our 47% stake in Howard Hughes. HHC benefits from having a financially strong parent. It’s already a solid business, with about $5 billion in equity. We’ve also started an insurance subsidiary within HHC. Thanks to the structure, we’ll have similar investment flexibility as Berkshire — using insurance float to compound returns. Pershing Square has compounded at ~23% annually over 21 years (pre-fees). Since we raised permanent capital, returns have been ~27–28% over the last eight years. So the business model is this: Use a profitable insurance company to generate low-cost liabilities Invest those assets at high returns Compound capital over the long term That’s the blueprint — and we’re using Howard Hughes to follow it."

Triple Net Investor

103,422 views • 1 year ago

Bill Ackman is openly trying to build the next Berkshire Hathaway and explained the entire playbook on All-In. It starts with a 4 billion dollar company nobody on Wall Street cares about. The company is Howard Hughes. It trades at 60 cents on the dollar. Here is the playbook he is copying. Someone went back and read every filing Warren Buffett made over 60 years. Almost all of Berkshire's value came from one thing nobody talks about. Insurance. Buffett ran an insurance company. You collect premiums today in exchange for paying claims later. That means you get money up front. Float. Most insurers obsess over the liability side. How much they might have to pay out. Buffett did the opposite. He took that float and invested it. Manage both sides well and you build a compounding, tax-efficient machine that runs for decades. So why hasn't everyone copied it? Because the people great at investing go work for hedge funds. Insurance companies can't recruit them. Buffett owned half his company and happened to be the best investor alive. Ackman is now running the same play. Instead of plowing Howard Hughes cash into real estate, he is pouring it into insurance. The goal is a trillion dollar machine compounding over 50 years. Buffett started with a failing textile mill. Ackman is starting with land nobody wanted. The playbook was never hidden. Almost nobody is built to run it. WATCH THE FULL PODCAST ON The All-In Podcast

Bill Ackman is openly trying to build the next Berkshire Hathaway and explained the entire playbook on All-In. It starts with a 4 billion dollar company nobody on Wall Street cares about. The company is Howard Hughes. It trades at 60 cents on the dollar. Here is the playbook he is copying. Someone went back and read every filing Warren Buffett made over 60 years. Almost all of Berkshire's value came from one thing nobody talks about. Insurance. Buffett ran an insurance company. You collect premiums today in exchange for paying claims later. That means you get money up front. Float. Most insurers obsess over the liability side. How much they might have to pay out. Buffett did the opposite. He took that float and invested it. Manage both sides well and you build a compounding, tax-efficient machine that runs for decades. So why hasn't everyone copied it? Because the people great at investing go work for hedge funds. Insurance companies can't recruit them. Buffett owned half his company and happened to be the best investor alive. Ackman is now running the same play. Instead of plowing Howard Hughes cash into real estate, he is pouring it into insurance. The goal is a trillion dollar machine compounding over 50 years. Buffett started with a failing textile mill. Ackman is starting with land nobody wanted. The playbook was never hidden. Almost nobody is built to run it. WATCH THE FULL PODCAST ON The All-In Podcast

Ihtesham Ali

212,771 views • 2 months ago