A $226 million stock purchase signals that Berkshire’s new leadership sees value where others see risk

In March 2026, Greg Abel purchased $226 million worth of Berkshire Hathaway shares. That transaction wasn’t compensation. It wasn’t routine. It was a statement: the new CEO believes the stock is undervalued. The purchase accompanied the restart of Berkshire’s share repurchase program, which had been paused since 2024 when Warren Buffett judged the stock too expensive above 1.5 times book value. Now trading at 1.4 times book value, the company sees room to deploy cash where returns are measurable.

Abel didn’t stop there. He maintained Berkshire’s $46 billion position in Japan—spread across five major trading houses and Tokio Marine—representing nearly one-seventh of its $316 billion investment portfolio. These companies share traits central to Berkshire’s philosophy: disciplined capital allocation, low executive pay, and valuations far below those of U.S. peers. While the U.S. stock market entered 2026 at its second-highest valuation in 155 years, the Japanese firms Berkshire owns have historically traded at high single-digit to low double-digit price-to-earnings ratios.

The moves are not isolated. They reflect a strategy: deploy capital where value is visible, whether that means buying Berkshire itself or doubling down on overlooked markets. With over $650 billion in assets under management, the company is no longer sitting on the sidelines. Abel’s early decisions signal continuity with Buffett’s principles but with a sharper emphasis on active deployment. For shareholders, the message is clear—the era of waiting is over. The new leadership is allocating capital, not just preserving it. Greg Abel’s early capital moves demonstrate that Berkshire remains committed to value-based allocation, now with increased focus on overseas opportunities and self-investment when metrics allow.