- REUTERS/Kevin Lamarque
Warren Buffett’s acquisition process is pretty simple: He looks at you.
Speaking with Carol Loomis at Fortune’s Most Powerful Women Summit on Tuesday, Buffett explained the process that led to Berkshire Hathaway’s big deal of the summer, its $37 billion acquisition of Precision Castparts, a manufacturer of parts for airplanes.
Buffett told Loomis he met with Precision Castparts CEO Mark Donegan for about 10 or 15 minutes and asked whether he would listen to a takeover offer from Berkshire. After taking this to his board, Donegan agreed to listen to an offer.
And so Buffett made an offer, they talked about it, and then they had a deal. At this point, Buffett said, he and Donegan had talked for about 25 minutes in total.
How does a deal like this come together so quickly? “We basically do no due diligence,” Buffett said. “Our due diligence is basically looking into their eyes.”
Buffett said that ahead of making an offer for Precision, Berkshire had no financial figures beyond those that were publicly available. Buffett’s main concern was whether Donegan thought he would retire at 65. (Donegan is 58.)
Unlike many companies that require CEOs to retire at a certain age, Berkshire has no retirement age and in Buffett’s words “needs” its managers to stay on for as long as possible.
Loomis – who retired from Fortune last year – asked Buffett, then, how he went about replacing CEOs if and when they need replacing. Sometimes they’re just not the right person for the job, and sometimes a CEO has grown too old to do his or her job as well as in the past, Buffett said.
Buffett said replacing CEOs was his job alone and that he would give anything not to have to do it. But telling CEOs they need to go isn’t usually as bad as Buffett fears, even when it involves telling a manager he or she needs to move on because the manager is not doing an adequate job because of age.
Buffett added that one time a Berkshire company was run by an executive whom he and his partner Charlie Munger really liked but saw infrequently. It turned out that this executive had developed Alzheimer’s but had been able to hide it for a few years before the pair figured it out and replaced the guy.
“But I really thought it was a pretty good test,” Buffett said. “You should buy companies that are good enough so somebody with Alzheimer’s can run it.”
“When you hit the junk heap at Berkshire, you’re really ready for the junk heap,” Buffett said.
And when he looks at folks who have retired, Buffett doesn’t see much that’s appealing. “They spend their whole week planning a haircut.”