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
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Strong Business Platform
Executing our Playbook
Assessing Macro Conditions
Conclusion
Agenda
Strong Business Platform
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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
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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%
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With a Diversified Business Platform
And an Unmatched Ability to Serve All Demographics
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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
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And an Independent, Experienced & Diverse Board
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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
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Disciplined Land Investment
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Building a More Efficient Land Pipeline
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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
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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
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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
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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
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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
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$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
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Assessing Macro Conditions
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New Home Sales Remain Below Historic Average
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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
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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
Source: U.S. Census Bureau
A Supportive Mortgage Market
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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
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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
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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
Source: U.S. Census Bureau
But Dynamics Need WatchingNew Home vs. Resale Price Mortgage Rate Volatility
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$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
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-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
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Working to Deliver High Returns Over the Housing Cycle
Creating Long-term Shareholder Value
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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