Investor Presentation March 2019 - s22.q4cdn.coms22.q4cdn.com/.../2019/Investor-Presentation-March-2019.pdf · Forward-Looking Statements This presentation includes "forward-looking

Investor PresentationMarch 2019

(c) 2019 PulteGroup 1

Forward-Looking StatementsThis presentation includes "forward-looking statements." These statements are subject to a number of risks, uncertainties and other factors that could cause our actual results, performance, prospects or opportunities, as well as those of the markets we serve or intend to serve, to differ materially from those expressed in, or implied by, these statements. You can identify these statements by the fact that they do not relate to matters of a strictly factual or historical nature and generally discuss or relate to forecasts, estimates or other expectations regarding future events. Generally, the words “believe,” “expect,” “intend,” “estimate,” “anticipate,” “plan,” “project,” “may,” “can,” “could,” “might,” "should", “will” and similar expressions identify forward-looking statements, including statements related to any impairment charge and the impacts or effects thereof, expected operating and performing results, planned transactions, planned objectives of management, future developments or conditions in the industries in which we participate and other trends, developments and uncertainties that may affect our business in the future.

Such risks, uncertainties and other factors include, among other things: interest rate changes and the availability of mortgage financing; competition within the industries in which we operate; the availability and cost of land and other raw materials used by us in our homebuilding operations; the impact of any changes to our strategy in responding to the cyclical nature of the industry, including any changes regarding our land positions and the levels of our land spend; the availability and cost of insurance covering risks associated with our businesses; shortages and the cost of labor; weather related slowdowns; slow growth initiatives and/or local building moratoria; governmental regulation directed at or affecting the housing market, the homebuilding industry or construction activities; uncertainty in the mortgage lending industry, including revisions to underwriting standards and repurchase requirements associated with the sale of mortgage loans; the interpretation of or changes to tax, labor and environmental laws, including, but not limited to the Tax Cuts and Jobs Act which could have a greater impact on our effective tax rate or the value of our deferred tax assets than we anticipate; economic changes nationally or in our local markets, including inflation, deflation, changes in consumer confidence and preferences and the state of the market for homes in general; legal or regulatory proceedings or claims; our ability to generate sufficient cash flow in order to successfully implement our capital allocation priorities; required accounting changes; terrorist acts and other acts of war; and other factors of national, regional and global scale, including those of a political, economic, business and competitive nature. See PulteGroup's Annual Report on Form 10-K for the fiscal year ended December 31, 2018, and other public filings with the Securities and Exchange Commission (the "SEC") for a further discussion of these and other risks and uncertainties applicable to our businesses. PulteGroup undertakes no duty to update any forward-looking statement, whether as a result of new information, future events or changes in PulteGroup's expectations.

2(c) 2019 PulteGroup


Strong Business Platform

Executing our Playbook

Assessing Macro Conditions

Conclusion

Agenda

Strong Business Platform


17,196 17,127

19,95121,052

23,107

0

5,000

10,000

15,000

20,000

25,000

2014 2015 2016 2017 2018

Building on a Legacy of Success

The nation’s 3rd largest builder

Delivered ~725,000 homes since founding in 1950

Selling many of the industry’s best known brands: Pulte, Centex and Del Webb

Over 5,000 employees working in 45 markets across 25 states

Closings


Northeast7%

Southeast18%

Florida21%

Midwest16%

Texas18%

West20%

2018 Closings

Northeast8%

Southeast18%

Florida19%

Midwest15%

Texas13%

West27%

2018 Revenues 2018 Owned LotsNortheast

6%

Southeast19%

Florida23%Midwest

15%

Texas17%

West20%


With a Diversified Business Platform

And an Unmatched Ability to Serve All Demographics


2018 Closings by Price

Under $250K12%

$250K - $299K14%

$300k - $399K30%

$400K - $499K19%

$500K & above25%

A Strong Corporate Ethic

Gallup survey ranks Company’s culture among the top 5% of companies worldwide

Proven commitment to construction quality and buyer experience

PHM stock a component of the Dow Jones Sustainability Index

Serving our nation’s wounded veterans through our Built to Honor Program• Over 50 mortgage-free homes donated to veterans and their families


And an Independent, Experienced & Diverse Board


Brian Anderson*Former CFO, OfficeMax (2005)

Richard Dreiling*Former Chairman and CEO, Dollar General (2015)

Bryce Blair*Former Chairman and CEO, AvalonBay Communities (2011)

Thomas Folliard* Former Chairman, CarMax (2012)

Cheryl Grise*Former EVP, Northeast Utilities (2008)

Ryan MarshallPresident & CEO, PulteGroup (2016)

Andre Hawaux*Former EVP & COO, Dick’s Sporting Goods (2013)

John Peshkin* Founder & Managing Partner, Vanguard Land, former North American CEO & Pres.TaylorWoodrow plc. (2016)

Scott Powers*Former President & CEO, State Street Global Advisors (2016)

Lila Snyder*EVP & President, Commerce Services, Pitney Bowes (2018)

William Pulte*CEO, Pulte Capital Partners (2016)

* Independent Director

Executing Our Playbook


Disciplined Land Investment


Building a More Efficient Land Pipeline

(c) 2019 PulteGroup12

0

1

2

3

4

5

6

7

8

0

25,000

50,000

75,000

100,000

125,000

150,000

175,000

2014 2015 2016 2017 2018

Owned Optioned Years Owned

40%37%

Lots Under Control

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Years of Owned Lots 3.1 10+

First Time

Move Up

Active Adult

Del Webb Legacy*

Breakdown of Owned Lot Pipeline (as of 12/31/18)

* Multi‐thousand unit Del Webb communities established prior to 2005.

26%31%

31%

74% 69% 69% 63% 60%

That is Balanced Across Buyer Groups


28% 29%31%

33%34% 35%33% 32%

38%36% 35% 35%

0%

5%

10%

15%

20%

25%

30%

35%

40%

2015 2016 2017 2018

First Time Move Up Active Adult

Lots Under Control by Buyer GroupCore of business remains serving move-up buyers

• Ability to spend on options and lot premiums

Aging of millennial generation supporting demand among first-time buyers

Absorption paces within existing active adult communities can ramp dramatically higher in response to increased demand

Enhancing Operational Excellence


By Focusing on Key Performance Drivers

Delivering superior build qualityProduction efficiency• Commonly managed plans• Value engineering and should costing• Strategic pricingLocal market scale• Unit volume/scale• Relative market share (RMS)• Market share (absolute)• Builder rankingActively assessing opportunities for offsite manufacturing• Early stages of what will be a long-term initiative


Percent of Closings from Common Plans

20%

43%

58%

67%

77%81%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

2013 2014 2015 2016 2017 2018

And Maintaining Successful Business PracticesIntelligently invest in the business through high-returning projects• Target smaller, faster turning projects to improve

returns and lower market risk• Focus on better located land positions• Increase use of lot options to improve returns

and/or lower market riskRemain diversified across markets and balanced across buyer groups• Land pipeline can support market share expansion

among entry-level/first-time buyers Emphasize build-to-order production• Allows consumer to select more higher-margin

options and lot premiums• Strategic use of specs to support consistent build

cadence(c) 2019 PulteGroup 16

0.82 0.83

0.87

0.98

0.5

0.6

0.7

0.8

0.9

1.0

2015 2016 2017 2018

Inventory Turnover

That Can Deliver Increased Cash Flows

2018 cash flow from operations of $1.4 billion

Expanding use of lot options to support greater capital efficiency• Expect to maintain recent land spend levels• Increasing development spend which

recycles faster than acquisition dollars

Potential for excess cash to be returned to shareholders through sustained repurchase activities


$246

$434

$600

$910

$295$76

$116

$125

$113

$104

$0

$200

$400

$600

$800

$1,000

$1,200

2014 2015 2016 2017 2018

Share Repurchases ($ millions) Dividends ($ millions)

Systematic Return of Capital

And Consistent Capital Allocation

Invest in the business, including M&A when appropriate• Over $10 billion invested 2015 to 2018Advance a sound dividend policy• Per share payout has more than doubled since reinstating the dividend

in 2013Return excess capital through share repurchases• Bought in over 30% of common stockOther use of cash includes potential to pay down debt


Assessing Macro Conditions


New Home Sales Remain Below Historic Average


NEW HOME SALES (000)

0

200

400

600

800

1,000

1,200

1,400

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 TTM11/18

50 Year Average

Source: U.S. Census Bureau

With a Healthy Inventory of New Homes


Months Supply of New Home Inventory

0

2

4

6

8

10

12

14

16

1963 1968 1973 1978 1983 1988 1993 1998 2003 2008 2013 2018

6 months of supply typically viewed as a healthy market


A Supportive Mortgage Market


0.0

2.0

4.0

6.0

8.0

10.0

12.0

'91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19

15 Year FRM (%) 30 Year FRM (%)

Mortgage Rates

Source: MBA

Great Employment Numbers


95

100

105

110

115

120

125

130

135

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

10.0%

'08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18

Unemployment rate Number of employees (M)

$650

$675

$700

$725

$750

$775

$800

$825

$850

$875

$900

$925

'08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18

Qtr1 Qtr2 Qtr3 Qtr4

Median Weekly Earnings

Source: U.S. Bureau of Labor Statistics

And Powerful Demographic Drivers


Births (thousands)

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

1952 1964 1976 1988 2000 2012

0

20,000

40,000

60,000

80,000

100,000

Boomers Gen X Millennials Gen Z

Population by Generation (thousands)

Baby Boomers Gen X Millennials Gen Z


But Dynamics Need WatchingNew Home vs. Resale Price Mortgage Rate Volatility


$150,000

$170,000

$190,000

$210,000

$230,000

$250,000

$270,000

$290,000

$310,000

$330,000

$350,000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

Median New Price (NSA, 12mo ave)

Median Single Family Price (NSA, 12mo ave)

Sources: NAR; U.S. Census Bureau; John Burns Real Estate Consulting, LLC (Data: Nov-18, updated quarterly†)

3.0

3.2

3.4

3.6

3.8

4.0

4.2

4.4

4.6

4.8

5.0

Jan-

18

Feb-

18

Mar

-18

Apr-

18

May

-18

Jun-

18

Jul-

18

Aug-

18

Sep-

18

Oct

-18

Nov

-18

Dec

-18

Jan-

19

15 Year FRM (%) 30 Year FRM (%)

As Markets Adjust

Home price appreciation has outpaced wages for several years• Rise in mortgage rates in 2018 stretched

affordability in many marketsMarket working to find new equilibrium within positive macro environmentContinue a balanced approach toward managing the business• Invest with a focus on shorter duration

projects and increased optionality• Take advantage of opportunities to

improve competitive position within markets and buyer groups

Home Value Growth vs. Income Growth


-12%

-8%

-4%

0%

4%

8%

12%

16%

1982 1986 1990 1994 1998 2002 2006 2010 2014 2018

Burns Home Value Index YOY % Income YOY %

Sources: John Burns Real Estate Consulting, LLC; Census Bureau; Moody's Analytics (Data: Jan-

Summary


Working to Deliver High Returns Over the Housing Cycle

Creating Long-term Shareholder Value


Invest in high-returning, shorter duration land positions

Maintain disciplined business practices

Improve asset efficiency to increase inventory turns and enhance cash flow

Appropriately allocate cash flow consistent with stated priorities: invest in the business, dividends, share repurchase and debt reduction

Focus on the customer: deliver superior build quality and home buying experience

Documents

Investor Presentation March 2019 - s22.q4cdn.coms22.q4cdn.com/.../2019/Investor-Presentation-March-2019.pdf · Forward-Looking Statements This presentation includes "forward-looking