It’s official: Warren Buffett announced he would “go quiet” as he prepares to hand the reins of Berkshire Hathaway (NYSE:BRK-B) to Canadian-born Greg Abel.
The official transition will take place at the end of 2025 — and will mark the end of an era and the beginning of a new one. For investors, the transition is both sentimental and strategic: The Oracle of Omaha is stepping back at 95, but his successor may represent the next evolution of Buffett’s disciplined legacy.
“Greg Abel will become the boss at year-end," wrote Buffett in his recent letter to shareholders (1). "He is a great manager, a tireless worker and an honest communicator. Wish him an extended tenure,” Buffett wrote in the farewell message.
That brief but powerful endorsement captures what makes this leadership transition unique. Abel is not a charismatic storyteller like Buffett or his longtime investment partner Charlie Munger. Instead, he’s a quiet operator — a detail-driven executive with a deep understanding of Berkshire’s sprawling empire.
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From Alberta to Omaha: A Canadian at the helm of Berkshire Hathaway
Greg Abel, 63, was born in Edmonton, Alberta, and built his career through the energy sector before joining Berkshire Hathaway Energy (BHE) in 1992. He became BHE’s CEO in 2008 and vice-chair of Berkshire’s non-insurance operations in 2018.
Abel’s rise to lead one of the world’s most valuable companies underscores Buffett’s long-standing belief in merit over pedigree. “Greg understands many of our businesses and personnel far better than I now do,” Buffett wrote (2), “and he is a very fast learner about matters many CEOs don’t even consider.”
For Canadian investors, Abel’s ascent is more than a point of national pride. It reflects the country’s quiet strength in global energy, infrastructure and financial leadership — sectors at the core of Berkshire’s value machine.
The future of Berkshire: Energy, insurance and integrity
Buffett emphasized (3) that his decision to step aside “in no way reflects any change in my views about Berkshire’s prospects." Instead, it formalizes a process that’s been underway for years. Abel has long overseen Berkshire’s vast network of subsidiaries — including utilities, railroads and manufacturing — representing roughly 70% of operating earnings.
“Greg understands far more about both the upside potential and the dangers of our P&C [property and casualty] insurance business than do a great many long-time P&C executives.” Buffett noted (4).
That’s no small endorsement. Berkshire’s insurance operations — particularly GEICO and National Indemnity — have been its financial backbone for decades. Abel’s combination of operational rigour and risk awareness could preserve that stability in a more volatile era, where climate risk, inflation and regulation challenge traditional underwriting.
At the same time, Abel’s energy background could shape Berkshire’s next growth frontier. BHE has invested heavily in renewable power, wind and grid modernization — quietly becoming one of America’s largest producers of clean energy. Under Abel, Berkshire may expand that advantage into new forms of sustainable infrastructure, including carbon capture and electrification — areas increasingly aligned with government incentives and institutional investor priorities.
A culture worth preserving
Berkshire’s decentralized model — empowering subsidiary managers to run their businesses independently — has always relied on trust and alignment rather than bureaucracy. Buffett built that culture through candour, thrift and consistency.
“Berkshire has less chance of a devastating disaster than any business I know,” Buffett wrote, emphasizing that the company’s governance and capital discipline are among the strongest in corporate America (5). “Berkshire will always be managed in a manner that will make its existence an asset to the United States and eschew activities that would lead it to become a supplicant.”
Abel, who has spent much of his career operating in that system, is well-positioned to maintain it. He’s known for meticulous preparation, modest living and a relentless focus on operational detail — traits that resonate deeply with Berkshire’s DNA.
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The investor lens: What to watch
For shareholders, the leadership change may prompt natural questions: Will Abel be as conservative a capital allocator? Will he continue the buyback strategy? Will Berkshire’s cash hoard — over US$180 billion (C$252 billion) — be deployed more aggressively?
While no one can fully replace Buffett’s instinct for timing and temperament, Abel has already demonstrated the temperament Buffett values most: patience.
Investors should expect Berkshire to evolve slowly, not radically. “With a little luck,” Buffett wrote, “Berkshire should require only five or six CEOs over the next century." That long-term view — one measured in decades, not economic quarters — remains the foundation of Berkshire’s appeal.
Yet change is inevitable. Abel is likely to sharpen Berkshire’s focus on sustainable energy and industrial efficiency — themes that align with global investor demand for resilient, ESG (environmental, social and governance)-conscious value And with Buffett’s gradual divestment of his A shares to charitable foundations he started, Berkshire’s shareholder base may slowly diversify beyond its long-time loyalists.
On November 10, 2025, Buffett converted 1,800 A shares into 2,700,000 B shares in order to give these B shares to four family foundations: 1,500,000 shares to The Susan Thompson Buffett Foundation and 400,000 shares to each of The Sherwood Foundation, The Howard G. Buffett Foundation and NoVo Foundation (6).
Buffett’s reassurance to investors: Confidence, not complacency
For investors, Buffett’s retirement is not a signal to retreat — it’s an invitation to reassess.
Berkshire Hathaway remains one of the most financially stable conglomerates in history. But under Abel, its evolution will likely hinge on infrastructure, insurance, and the energy transition — areas where disciplined capital allocation meets real-world value creation.
Buffett’s final reassurance to shareholders is as clear as it is comforting (7): “The acceleration of my lifetime gifts in no way reflects any change in my views about Berkshire’s prospects."
That should serve as a cue for investors: Don’t mistake transition for turmoil. Instead, watch how Abel steers Berkshire into an era where operational excellence and capital restraint remain its greatest advantages.
Investor takeaway
Berkshire may not deliver the explosive returns of its early decades — Buffett admits “our size takes its toll” (8) — but under Abel, it offers something equally rare: Durability, discipline and a long-term vision rooted in integrity.
Buffett put it best: “Wish him an extended tenure.” For investors, that’s more than a farewell, it’s a vote of confidence in Berkshire’s next century.
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Berkshire Hathaway (1, 2. 3. 4, 5, 6, 7, 8)
This article originally appeared on Money.ca under the title: What Warren Buffett’s exit — and Greg Abel’s rise — means for Berkshire Hathaway investors
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