There’s a New Menace Stalking Suburbia. Meet the McBasement.
Limits on above-ground mansion sizes lead to mammoth grottos with tennis courts and whiskey-tasting rooms. Beverly Hills pushes back: `Violence against the land’
Limits on above-ground mansion sizes lead to mammoth grottos with tennis courts and whiskey-tasting rooms. Beverly Hills pushes back: `Violence against the land’
When Sterling McDavid’s parents bought a roughly 9,000-square-foot home on Aspen’s Red Mountain, the 33-year-old interior designer directed the architect and contractors to start digging.
Limited by zoning above ground, Ms. McDavid, who led the renovation, envisioned an expansive basement with a world-class gym, guest suites and hotel-caliber spa for her parents, former college track star Stacie McDavid, and David McDavid, a former owner of the Dallas Mavericks and car-dealership mogul.
“I love a basement,” says Ms. McDavid, who ultimately blew out her parents’ basement to more than double its size. “When you walk into a home, if all the magic is just within the first few steps, that’s no fun.”
Wealthy Londoners have long built basements reaching two, three, and even four stories below ground. Now, there is a cellars market in the U.S. among property owners facing restrictions on mansion sizes above ground. The McBasements of today have bars, bowling alleys, pools, climbing walls and whiskey-tasting rooms. To sidestep subterranean gloom, builders usher in natural light via grand staircases or skylights cut into the ground above.
“Down is the new up,” says Randy Correll, partner at Robert A.M. Stern Architects, who designs basements with luxe finishes. “Twenty years ago, basements were the ‘B word.’”
Ms. McDavid says the excavation for her parent’s 4,000-square-foot Aspen basement added about a year to the three-year renovation, since workers dug underneath the home and into a mountainside. The resulting basement has guest suites, a gym with white oak floors, a 12-person hot tub and an “absurdly large” steam room, she says. “You feel like you’re in a luxury cave.”
She says the prior owner, by contrast, had done little to maximise the basement, which was “absolutely heinous.” (“It had wine storage, not to be confused with a wine cellar,” she says.)
Still, some towns have cracked down on the chic crypts, worried about unsettling topography and having truckloads of excavated dirt roll through residential streets. In Aspen, a resident sued the city for permitting a neighbour’s two-story basement, alleging excessive noise and dust. Aspen now limits basements to one level. And the Beverly Hills Planning Commission is now mired in a down-and-dirty basement brouhaha.
The island of Nantucket, just 14 miles long and 3.5 miles wide, limits home sizes with more than 20 zoning districts. Some areas allow a footprint covering only 2 percent of the property.
One solution? Go low. “The possibilities are endless,” says Stephen Cheney, owner of Cheney Custom Homes, who is currently constructing a roughly 16,000-square-foot home and guest home with a 5,600-square-foot “bunker” below for a bowling alley, 3-D golf simulator, and spa.
Basements can dwarf homes above. Designer Andrew Kotchen, a principal at Workshop/APD, is working on a 5,000-square-foot Nantucket abode that will have a 10,000-square-foot basement with a basketball court, garage, bedrooms and a wellness space.
In beach towns, architects are deploying extreme waterproofing measures.
For the 10,000-square-foot grotto, workers are using the same waterproofing technique as Boston’s Big Dig highway project, Mr. Kotchen says. An emergency pump system and thick concrete slab underneath will prevent the foundation from floating up should water levels rise, he says.
In Aspen, a 5,000-square-foot basement at the confluence of two rivers required “dewatering,” says Ryan Walterscheid, a partner at architecture firm Forum Phi. Workers drilled wells around the site and pumped out almost a billion gallons of water before pouring the foundation. (The water was poured back into the river.)
Architect Charles Cunniffe, who designed the McDavids’ remodel, also did a basement with a tennis court. “You can’t hit big lob shots,” he says, “but you can play a decent game of tennis.”
Interior designer Bryan Graybill says a large basement at his home in East Hampton, N.Y., was the only way to fit all the amenities he and his husband desired in their 4,100-square-foot house. For frequent hosting, their 1,800-square-foot lower level has full guest quarters, a laundry room with three sets of washers and dryers, and a catering pantry with extra stemware and service for 48. “It’s like an instant party,” he says.
Beverly Hills residents are also keeping up, and down, with the neighbours.
Architect Paul McClean crafted a house there with 7,400 square feet above ground and another 12,000 below, including a 3,000-square-foot garage. The firm also designed developer Nile Niami’s roughly 105,000-square-foot Los Angeles megamansion “The One,” where about half the home sat below grade. First listed at $500 million, the property fetched $126 million at auction this year. (A relative bargain-basement deal.)
Beverly Hills leaders passed ordinances in recent years in response to what Craig Corman, former Planning Commission chairman, called a “pernicious” trend of mammoth dwellings with wedding cake-style retaining walls and massive basements. “They can be quite offensive,” he said during a recent commission meeting. Now, property owners in the Hillside area cannot remove more than 3,000 cubic yards of earth without special permits.
This has hampered real-estate investor David Taban, who is trying to build a 23,144-square-foot house, of which 9,829 would be a basement. (He wants to dig down to appease neighbours who worried his home would hurt their views.) But getting a basement of that size required removing 5,346 cubic yards of dirt, which one city planner said would amount to 594 truckloads.
“Violence to the land,” Planning Commission Chair Myra Demeter dubbed it at an August meeting.
Asked to revise, Mr. Taban’s team is set to return to the commission Thursday. As of late September, plans called for removing just 3,276 cubic yards of soil, according to attorney Ronald Richards, a representative for Mr. Taban, who also argued the project should be permitted since the proposal predates some restrictive rules.
“It’s not even that crazy of a project in our mind,” says Russell Linch, another Taban representative.
Spec developers know the more liveable space, the bigger the price tag, says Brett Loehmann, a project manager at McClean Design. “If you don’t have great amenities, you’re not going to be the coolest person on the block.”
From making unpopular decisions to learning when to listen, leaders from five businesses reveal what nobody prepared them for — and how running a company has challenged their expectations.
Technology and semiconductor shares fell sharply as investors questioned the debt financing the AI infrastructure boom and confronted higher rates and Chinese competition.
Elon Musk is exploring a potential merger between Tesla and SpaceX, a deal that could reshape the future of AI, robotics, autonomous vehicles and space technology. With a combined valuation potentially reaching $3.5 trillion, the move could bring Musk’s vision of an interconnected technology ecosystem closer to reality, although a deal remains uncertain.
Elon Musk has engineered ties between Tesla TSLA 3.41%increase; up pointing triangle and SpaceX SPCX 7.79%increase; up pointing triangle that are hard to break, and now he wants to fuse them together permanently.
Musk has run both Tesla and SpaceX concurrently over the past two decades, using a schedule that dictated which days he spent focused on each business.
The companies have often shared resources and personnel, signaling their close ties. Last year, SpaceX looked into creating a spacesuit for Tesla’s humanoid robot Optimus, a person familiar with the matter said. Tesla last week showed off its new Roadster, a vehicle featuring SpaceX rocket thrusters that it hopes to soon bring to market.
And in recent months, Musk has repositioned both companies by expanding beyond their core operations toward a shared mission centered on artificial intelligence.
The world’s richest man on Tuesday signaled his interest in tying up SpaceX and Tesla, marking what would be the biggest corporate merger of all time. Because he serves as chief executive of SpaceX and Tesla, Musk said committees of independent directors at both companies are evaluating a possible deal, adding that a transaction might not come to fruition.
The committees will likely evaluate, with lawyers and bankers, how each company would fare in a potential deal and how a deal might best be structured. They then present their conclusions to their respective boards, who typically vote on whether to proceed.
“It’s an odd Kabuki dance where two groups of people are talking and I can’t be in the conversation,” Musk told SpaceX investors on Tuesday in response to an analyst’s question about a potential deal.
For Musk, the merger supports his vision of a world full of autonomous cars, humanoid robots and weekly rocket launches, as well as the data centers and satellites required to keep the whole thing running.
Some investors and analysts said they expect a transaction would be structured as an all-stock deal, with SpaceX potentially paying a modest premium for Tesla shares.
SpaceX, which has a market value of about $2 trillion, said it is seeing sharp growth in revenue across its businesses, which include operating data centers, launching rockets and operating satellite networks such as the internet service Starlink. Tesla is valued at about $1.5 trillion and is expanding its operations beyond its automotive and energy business. Shares in both companies traded higher following the news Tuesday.
Musk’s substantial ownership stakes in both companies, along with voting control at SpaceX, has enabled him to set the deal in motion. Analysts and investors said the deal will probably face regulatory scrutiny internationally, though some see Musk’s close relationship with the Trump administration as an asset to getting approval.
The companies haven’t said which directors are on the special committees evaluating a potential deal. Several SpaceX and Tesla board members have either personal or business ties to Musk. And like Musk, venture capitalist Ira Ehrenpreis sits on both boards.
In a filing this week, Tesla outlined millions of dollars in business agreements with SpaceX and its subsidiaries last year, including $143 million in car sales to SpaceX, $3.3 million in advertising that it bought on the social-media platform X and $430 million in revenue from the sale of Megapack batteries for SpaceX’s data centers.
The companies also split the cost of resources including the use of Musk’s SpaceX jet and the bill for his personal security, which he runs through a private company.
Employees at both companies routinely move between companies to work on special projects, and some executives have dual roles, including Charles Kuehmann, vice president of materials engineering at both SpaceX and Tesla, and Ashok Elluswamy, the vice president of AI software at Tesla who runs a joint venture with SpaceX called Digital Optimus.
Over the years, Musk has launched new startups within his empire, including brain-implant company Neuralink, underground-tunnel developer the Boring Company and xAI, the AI startup that merged with SpaceX in February.
It is that AI business that Musk thinks can serve a market worth tens of trillions of dollars, justifying the need for a merger.
The business case goes like this: Tesla is developing robotaxis and robots, which it calls “physical AI.” SpaceX is working on the back end of physical AI: the data-center capacity and internet connection required for those robotaxis and robots to operate continuously.
“I don’t see what the value of Tesla is if it’s not merged with SpaceX,” said investment adviser Ross Gerber, a former Tesla bull turned critic invested in both companies. “If they don’t merge, the brains of everything that runs Tesla is owned by another company.”
On top of it all, both companies face constraints on the supply chains they need to make this world a reality, particularly when it comes to chips. To address this, Musk earlier this year announced a joint venture between Tesla, SpaceX and Intel to design and manufacture chips in Texas. “The most epic chip-building exercise by far,” he has said.
For Musk, a merger would also solve two problems: demands on his attention and his lack of control at Tesla.
Tesla for years was Musk’s only public company, a status that came with greater scrutiny. There, Musk reports to a public board, as well as individual investors who make up around 30% of Tesla’s voting power, according to FactSet.
The question of Musk’s attention became a particular focus for investors and the board in recent years after he acquired Twitter in 2022 and launched xAI in 2023, and again in 2025 as he spent time in Washington, D.C., running the Department of Government Efficiency in the early months of President Trump’s second term.
As Tesla’s car business suffered in 2025, Musk threatened to take his AI ambitions outside the company if he wasn’t granted 25% voting control. Last November, Tesla shareholders approved a new pay package for Musk, which created a path for him to vastly expand his stake.
As of Sept. 30, Musk owned a roughly 20% stake in Tesla, according to the company’s proxy filing.
The SpaceX IPO gave Musk a different path. When SpaceX went public in June, the deal’s structure enabled him to have more than 80% voting power at the company—so much that he can’t be fired and decisions can’t be made without his support.
If SpaceX acquires Tesla, he will likely stay in control.
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