Capital Allocation

What it is\nEvery dollar of profit a business earns has five possible destinations:\n1. Reinvest in the business (capex, R&D)\n2. Acquire another business\n3. Pay down debt\n4. Buy back stock\n5. Distribute as dividends\n\nThe job of the CEO — really, the most important job of the CEO — is to choose the option with the highest risk-adjusted return on each dollar.\n\n## Why Buffett obsesses about it\nBuffett: "After ten years on the job, a CEO whose company annually retains earnings equal to 10% of net worth will have been responsible for the deployment of more than 60% of all the capital at work in the business." Most CEOs were promoted for being good at marketing, sales, or engineering. Few were trained in capital allocation. The mismatch is one of the largest sources of value destruction in public markets.\n\n## What good looks like\n- High-ROIC reinvestment when available (the best option)\n- Buybacks at prices below intrinsic value (the second-best option)\n- Honest about diminishing returns — willing to return cash when reinvestment IRR < 10%\n- Low M&A activity — most acquisitions destroy value (60-80% by academic estimates)\n- Transparent communication — explain why each dollar went where it went, in writing, every year\n\n## What bad looks like\n- Empire-building — acquisitions for size, not return\n- Buybacks at any price — including when shares are clearly overvalued\n- Reinvestment with no ROIC accountability — capex projects with no after-the-fact review\n- Vague capital-allocation discussion in shareholder letters and earnings calls