To: Archie Meeties who wrote (160414 ) 10/27/2008 12:27:17 AM From: Jim McMannis Read Replies (1) | Respond to of 306849 Master Overbuilderby Andrew Rice October 2008 Issue Bob Toll scored big during the real estate bubble. Now, as sales stall and losses mount at Toll Brothers, the luxury homebuilder he helped found, he talks candidly about overbuilding, unwise land deals, greed-and how we can get out of this mess. portfolio.com On a bright morning in late July, the corporate headquarters of Toll Brothers, the luxury homebuilder that profited mightily from the latest housing boom, are uncannily silent. Outside chief executive Bob Toll’s office, swaths of cubicles sit vacant and bare, depopulated by deep layoffs. Inside, a Bloomberg terminal scrolls dismal updates: A new report says home prices are plummeting by record margins; in markets like Las Vegas and Miami, they’re off almost 30 percent. Toll Brothers’ stock is trading at about $20, down two-thirds from its 2005 high. From Simple to SupersizeMichael Lewis' MansionBehind the Story: Land GrabberThe Mansion FamilyToll, compact and unassuming in a moss-colored suit, sits behind his desk in surroundings that seem incongruously modest for the man who stoked America’s demand for cathedral ceilings, Roman tubs, and four-car garages. We’re in a plain room overlooking a parking lot in an unremarkable suburban-Philadelphia office park. The only signs of excess are a helipad in the lot that the company laid down at the height of the boom to accommodate corporate choppers and the framed press clippings from those high-flying times that adorn the office’s walls. One headline reads BETTING AGAINST A HOUSING BUST. (View a pop-up graphic showing how Toll Brothers' models have grown more deluxe.) Toll, never one to mince words, is merciless as he dissects how his wagers went wrong. “These are bad times if there ever were,” he tells me. Perhaps no company better symbolizes the engorged consumption of the last real estate spree than Toll Brothers, which Bob founded with his brother, Bruce, in a one-room office four decades ago. During the height of the housing bubble, from 2004 to 2006, Toll Brothers reported nearly $16 billion in revenue, putting it in the top ranks of the industry. Its carefully cultivated brand—large, high-end suburban homes with all the latest must-have appliances—was among the most enviable in the business and catered to the yearning for bigger and better that the era’s easy credit allowed. Although Toll Brothers once had uncanny judgment, it has hit tough ground in the bust. Through the first nine months of 2008, Toll Brothers’ new sales contracts were down 49 percent from 2007, and 76 percent from 2005. The company reported a series of huge losses and has been forced to take massive write-downs—about $1.5 billion to date—on the value of its assets and landholdings. To mitigate the damage, Toll has laid off several thousand employees, nearly half his workforce, and walked away from numerous projects. Toll offers me no excuses and freely concedes that he made some foolish deals. “We boatloaded a bunch of real estate in ’04 and ’05 that is underwater today,” he says ruefully. Though Toll once prided himself on his ability to see a downturn coming, he admits to having been blindsided by this one’s startling swiftness and severity. Some have wondered whether the instincts that served him so well in the past were dulled during a long period of plenty. “His timing before this was always impeccable,” says Jeffrey Orleans, a Philadelphia-area homebuilder who has known Toll since childhood and admires him. “This recession, he’s getting a bit beat up like the rest of us.” Still, as many other real estate executives have headed for cover—or unemployment—Toll is reveling in the self-appointed role of cantankerous spokesman for his beleaguered industry. Earlier this summer he roiled financial markets when he told a conference of bankers that the housing market was in the throes of a “depression.” He lobbied Congress (unsuccessfully) for an emergency $15,000 tax break for home buyers. He’s been an outspoken supporter of Barack Obama’s presidential campaign. He’s turned his company’s regular conference calls into candid fireside chats in which he gives his unvarnished assessment of regional housing markets by issuing grades—an exercise so replete with failing scores that his chagrined junior executives have taken to calling it “the F report.” In our conversation, he spreads the blame liberally, even pointing to customers, saying it wasn’t the builders’ fault that banks made foolish loans and people took them, knowing full well what their incomes were: “What cracked the market was not just our greed but the greed of our buyers.”