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In the midst of Bud Light’s turbulent saga, Billy Busch Jr., an heir to the Anheuser-Busch legacy, has listed his Malibu estate for $4.45 million.

The 58-year-old scion put his contemporary hillside retreat on the market, an oasis adorned with modern aesthetics, with Sean Matthews at Compass.

His Malibu haven stands as a testament to contemporary luxury living, offering serene ocean views, meticulously designed spaces and an allure that complements the essence of high-end Californian lifestyle.

Built in 1962, the three-bedroom, two-bathroom home was renovated to include expansive glass windows, oak hardwood floors, dark accents and a spacious chef’s kitchen with marble countertops, Brixo fixtures and a double oven and induction cooktop.

“This single-story, fully renovated residence boasts 180-degree ocean views. The container pool, large exterior deck and custom landscaping are amongst the stunning design features,” Matthews told The Post in a statement. 

“In a high-interest environment, the market favors fully renovated homes with quality finishes. This property not only aligns with the features found in pricier homes but also offers an exceptional blend of quality, location, views and affordability.”  

But it’s not just the real estate buzz that’s catching attention — it’s Busch’s fervent ambition to reclaim Bud Light.

Following months of declining sales for the iconic brew, Busch Jr. vocalized his family’s interest in repurchasing the brand from its current parent company.

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In 2008, the Busch family sold the company to InBev — a Belgian company — for a staggering $52 billion.

In a bold statement on conservative firebrand Tomi Lahren’s show “Fearless,” Busch Jr. expressed eagerness to be at the forefront of revitalizing the once-thriving label.

His passionate plea comes on the heels of Anheuser-Busch’s partnership with transgender influencer Dylan Mulvaney — a move that sparked a massive boycott and a whopping $27 billion market cap plummet.

For Busch, it’s not merely a business proposition but a sentimental return to the roots of a brand that was an integral part of American drinking culture.

Criticizing InBev’s handling of the brand, Busch pinpointed their disconnect from the core consumer base — the “frat house” crowd — that was synonymous with Bud Light.

“They knew who their drinkers were. They were with the bar owners and the restaurant owners and the liquor store owners and talking to these people day in and day out,” he said.

Recalling the golden era when his family helmed the company, Busch nostalgically emphasized the personal touch, the hand-in-hand engagement with bar owners, distributors and the drinking community— a connection lost in the maze of corporate strategies.

“Even my dad at 89 years old, 90 years old, he was still going to the bars selling Budweiser back in those days, in the ’80s.'” Busch added.

His scathing critique didn’t spare InBev’s recruitment choices, accusing the company of relying on a new generation of “woke” marketers detached from the pulse of the beer-drinking populace.

“When you are a foreign company and you rely on these woke students that are coming out of these woke colleges to do your advertising for you, you’re making a big mistake,” Busch said.

“You need to go out there and understand who your core customer is.”

Busch added, “I urge that company, InBev, if they don’t want that brand any longer, sell it back to the Busch family. Sell it to me. I’ll be the first in line to buy that brand back from you. And we’ll make that brand great again.”

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