When Warren Buffett’s Berkshire Hathaway disclosed a new 5-million-share stake in The New York Times Company (NYSE:NYT), it didn’t exactly shake Wall Street. At roughly $350–$375 million, it’s tiny by Berkshire standards—especially compared with its still-massive Apple and American Express holdings. But the context matters. Berkshire was a net seller in the fourth quarter, trimming Apple, cutting Bank of America again, and slashing Amazon by nearly 80%. Against that backdrop, initiating a new position—however small—looks deliberate. The New York Times just posted 1.4 million net new digital subscribers in 2025, crossed $2 billion in digital revenue for the first time, expanded margins to 19.5%, and generated over $550 million in free cash flow. This isn’t a nostalgic newspaper trade. It’s a bet on a scaled digital subscription platform with advertising leverage and pricing power. The question isn’t whether Buffett loves newspapers. It’s whether this modern Times fits Berkshire’s playbook in a selective, valuation-aware way.
Digital Subscription Flywheel
The New York Times’ core engine is no longer print. It’s a digital subscription flywheel that now stands at 12.8 million total subscribers after adding 1.4 million net new digital subscribers in 2025. That scale matters. Digital-only subscription revenue grew 14% last year, powered by both volume and pricing. Average revenue per user (ARPU) rose to $9.72 in the fourth quarter, reflecting price step-ups and a higher mix of bundle subscribers. Importantly, management is no longer breaking out subscriber categories in detail, signaling confidence in the aggregate digital-only metric as the key performance driver.
This isn’t a one-product story. News anchors the brand, but Games, Cooking, The Athletic, and Wirecutter all play defined roles in acquisition and retention. Free games generate engagement and advertising dollars; The Athletic broadens reach among sports fans; Cooking and Wirecutter deepen daily utility. Management describes the system as self-reinforcing: more products lead to higher engagement; higher engagement supports retention; retention supports pricing; pricing fuels revenue growth. That’s the flywheel.
The family plan is an underappreciated lever. Rather than cracking down on password sharing, The Times has leaned into a premium-priced shared subscription. It brings new users into the ecosystem while immediately lifting revenue per account. Engagement across family members further strengthens retention. That approach reflects long-term thinking—expand the funnel first, monetize over time.
From Berkshire’s perspective, this subscription model has appealing traits: recurring revenue, demonstrated pricing elasticity, and high engagement. In an era when many media companies rely heavily on volatile advertising markets, The Times generates the majority of its revenue from subscriptions. Digital subscription revenue alone reached $382 million in the fourth quarter. That predictability likely stands out in a portfolio being pruned for resilience.
Brand-Led Pricing Power
Buffett has long favored businesses with pricing power, and The New York Times increasingly looks like one. In 2025, total digital revenues surpassed $2 billion for the first time. Adjusted operating profit rose 21% to $550 million, and margins expanded 190 basis points to 19.5%. Those gains came even as the company ramped investment in video and digital products.
The key lever: pricing discipline layered onto product value. The company raised the price of its digital bundle from $25 to $30, and early results from tenured subscribers stepping up to that higher price have been described as encouraging. Management consistently tests pricing changes before rolling them out widely. That matters because sustainable ARPU growth is often more powerful than raw subscriber adds.
Advertising adds another layer. Digital advertising grew 20% for the year and 25% in the fourth quarter, helped by higher engagement, improved ad supply, and strong marketer demand. The company has built scale across multiple verticals—news, sports, lifestyle—making it more attractive to advertisers seeking brand-safe environments. Rather than using advertising to subsidize subscription pricing aggressively, management appears focused on letting each revenue stream reinforce the other.
The brand remains central. In a polarized, low-trust media environment, The Times positions itself as independent and global in scope. It reported from more than 150 countries last year. That depth supports subscriber willingness to pay. It also creates optionality in video, where the company is investing heavily to establish itself as a preferred brand for watching news, not just reading it.
For Berkshire, pricing power plus brand durability likely checks a familiar box. Newspapers once enjoyed geographic monopolies; today, The Times’ moat is digital scale, brand trust, and diversified content verticals. That doesn’t eliminate risk, but it does suggest the ability to protect and expand margins over time.
Berkshire Signal Vs Position Size
Let’s be clear: this is not a “bet-the-house” Berkshire move. At roughly $350–$375 million, the stake is modest relative to Berkshire’s roughly $300 billion equity portfolio. Apple alone still represents about $60 billion. American Express stands around $52 billion. The Times position is a fraction of that.
But context is everything. In the same quarter, Berkshire reduced its Bank of America stake by 9%, trimmed Apple again, and cut Amazon by nearly 80%. Net equity sales continued, with roughly $6 billion sold versus $3 billion purchased. In a period defined by caution, initiating a new position sends a signal of selective conviction.
The size suggests flexibility. It could have been initiated by one of Berkshire’s investment managers rather than Buffett directly. That uncertainty doesn’t diminish the strategic interest. Berkshire has a long history with media, most famously its decades-long investment in The Washington Post. While the economics of local newspapers deteriorated, Buffett maintained admiration for strong franchises.
The New York Times differs from legacy print peers. It is global, digital-first, subscription-driven, and increasingly diversified. That profile aligns more closely with scalable consumer platforms than traditional newspapers. From Berkshire’s perspective, it offers exposure to recurring digital revenue without the capital intensity of heavy manufacturing or the regulatory complexity of financials.
Still, the small position size tempers expectations. This is not an all-in endorsement. It may reflect an attractive entry valuation relative to growth and margin prospects, rather than a sweeping statement about media. In that sense, the signal is nuanced: Berkshire is willing to own quality digital franchises, but it remains disciplined in sizing and risk management.
Valuation Discipline & Execution Risk
Valuation is where the story gets interesting. As of mid-February 2026, The New York Times trades at roughly 3.8x trailing enterprise value to revenue and about 20.4x LTM EV/EBITDA. On an earnings basis, it sits around 35x trailing P/E. Forward multiples are modestly lower but still elevated relative to many traditional media peers.
Free cash flow generation is solid—about $551 million in 2025—and the company trades around 22x forward free cash flow, with a levered free cash flow yield near 4.5%. The dividend yield is modest at roughly 1.2%, recently boosted with a quarterly increase from $0.18 to $0.23. Share repurchases totaled about $165 million last year, with $350 million still authorized.
These multiples reflect growth expectations. Digital subscription revenue is projected to grow in the mid-teens in early 2026. Digital advertising is expected to rise in the high teens to low 20s. Margins are expanding. But investors are paying for that performance.
Execution risk remains. Video investments are ramping, driving higher operating costs in the near term. Management is balancing cost discipline with strategic investment, aiming to grow revenue faster than expenses. ARPU can fluctuate quarter to quarter depending on subscriber mix and timing of price increases. And the broader media environment—platform dynamics, AI disruption, shifting consumption habits—remains fluid.
For Berkshire, valuation discipline is a core principle. A 20x-plus EV/EBITDA multiple is not distressed territory. It implies confidence in sustained growth and margin durability. The bet, then, is that The Times can continue compounding digital subscriptions, monetizing engagement, and expanding margins without overextending on cost.
Final Thoughts
Through the lens of Berkshire Hathaway’s newly disclosed 5-million-share stake, The New York Times looks less like a legacy newspaper and more like a scaled digital subscription platform with multiple revenue streams. The company added 1.4 million digital subscribers in 2025, surpassed $2 billion in digital revenue, expanded margins to 19.5%, and generated over $550 million in free cash flow. Pricing power appears intact, advertising is rebounding, and capital allocation combines organic investment with dividends and buybacks.
At the same time, the valuation is not modest. With trailing EV/EBITDA around 20x and a P/E in the mid-30s, the stock embeds expectations for continued subscriber growth, ARPU expansion, and disciplined cost control. Berkshire’s stake is meaningful but small, signaling interest without outsized risk.
In a quarter when Berkshire was trimming several large holdings, initiating a position in The New York Times suggests selective conviction in durable digital economics. Whether that conviction grows may depend less on headlines and more on execution against the subscription flywheel, pricing discipline, and sustained margin expansion in the years ahead.
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