institutional

Huffington Post…

Last week I traveled to Rio de Janeiro in Brazil to participate in a conference on managing capital flows. Organized jointly by the Brazilian authorities and the IMF, the conference brought together experts from both the demand and supply sides of the issue, including many with a wealth of hands-on experience. The discussion was rich and informative. Clearly we still have a lot to learn about the optimal approach to managing capital flows, about the right policy tools, and the right combination of tools. To start with two general, but important observations. First, while the issue of capital controls is fraught with ideological overtones, it is fundamentally a technical one, indeed a highly technical one. Put simply, governments have five tools to adjust to capital flows: monetary policy, fiscal policy, foreign exchange intervention, prudential tools, and capital controls. The challenge is to find, for each case, the right combination. This is not easy . Second, we need to better understand the costs and benefits of capital flows. The costs depend — more than is generally understood — on the institutional framework in each country: things like the exchange rate regime, the degree of dollarization of the economy, and the credibility of the central bank. Even costs related to ‘ Dutch Disease ‘ — the bogeyman still much in the minds of policy-makers — are in fact not well established. Over the past 18 months, we at the IMF have done some rethinking about the nature of the risks capital flows may bring, and how best to respond. The most recent research attempts to develop a conceptual framework to weigh the benefits of different policy responses, including capital controls. Like the re-examination of many economic principles in the wake of the global crisis, this work is just the beginning of a conversation. The Rio conference highlighted the importance of consulting and debating the issues more broadly, particularly with financial sector experts who understand and influence intermediation, but also with academics and outside researchers. The conference gave me a better appreciation of the universe of issues, and of the outreach and research still to do. I took 32 pages of notes during the conference; I will not impose them on you, but here are some highlights. On the nature of flows… Looking at the relevant set of investors suggests higher flows to emerging markets are here to stay. This is the “new normal,” and is based on a ” fundamental re-rating of global risk ” in favor of emerging market assets with better fundamentals and higher returns. But, it remains to be seen whether, for example, the new appetite of foreign investors for local currency debt comes from a durable shift in demand, or the more temporary expectation of appreciation. The nature of specific investors must inform the policy choices. We often think of inflows and outflows as coming from primarily from decisions by foreign investors. The reality is that many of these inflows and outflows often come from decisions by domestic investors . When this is the case, targeting nonresidents is largely misguided. On the policy options… None of the tools — be they reserve accumulation, prudential measures, or capital controls — are water-tight . So we should move away from strict policy orderings toward a more fluid approach of using “many or most of the tools most of the time” instead of “this now, that later.” It is not clear that the diversity of approaches we observe in practice comes from different circumstances, or from suboptimal responses. It was interesting to observe, for example, that Chile relies on foreign exchange intervention, not on capital controls, but India, instead, relies on capital controls, not on foreign exchange intervention. Are these corner solutions really optimal? There were many other important technical issues beyond these and I’d encourage you to read some of the interesting presentations by the participants and speakers, including remarks by Professor Jagdish Bhagwati, on the Rio conference website . There were some issues that I would like to have seen explored more fully. One was the multilateral angle. As my IMF colleague Min Zhu said in his opening remarks , “ensuring that countries reap the full benefits of capital flows is a shared responsibility between advanced and emerging market economies, between surplus and deficit countries, between capital-exporters and capital-importers.” The challenge is to translate this into practice. What is the actual responsibility of source countries? Should they take it into account in conducting monetary policy, and if so, how? Should we worry about the “beggar thy neighbor” effect of controls? Some of the evidence presented at the conference suggested that these spillovers across recipient countries were not very large. Theoretical and further empirical work is badly needed here. Nor did we have an opportunity to revisit, or even discuss, the current wisdom on capital account openness. In light of new research, what should we be telling policy-makers, those with mostly open and those with mostly closed capital accounts? Should Chile and China eventually converge to the same point along the continuum? And, if so, at what rate? We cannot avoid coming to views on this fundamental issue. Overall, our discussions in Rio were a positive step toward a more constructive, updated approach, away from the contentious legacy of the capital controls debate. We look forward to continuing the conversation as we work with members to find a way toward the right combination of policies. From iMFdirect blog

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Olivier Blanchard: What I Learnt in Rio: Discussing Ways to Manage Capital Flows

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Huffington Post…

DEAUVILLE, France — Rich countries and international lenders are aiming to provide $40 billion in funding for Arab nations trying to establish free democracies, officials said at a Group of Eight summit Friday. The officials didn’t provide a breakdown of where the money would come from or when, or what it would be for. But the overall message from President Barack Obama and the other G-8 leaders meeting in this Normandy resort appeared to be warning autocratic regimes in the Arab world that they will be shut out of rich-country aid and investment, while new democracies are encouraged to open their economies. Tunisia’s finance minister said French President Nicolas Sarkozy floated the $40 billion figure at talks Friday, in which the prime ministers of Tunisia and Egypt joined the G-8 leaders and appealed for help after uprisings earlier this year that overthrew longtime autocrats but also scared away tourists and investors. A French official says $40 billion is the overall goal, but that breakdowns by country and timetables are still under discussion. The official was not authorized to be publicly named according to his office policy. A group statement from the G-8 leaders said that $20 billion from international development banks could go to Egypt and Tunisia over the next three years. Beyond the institutional funding, the French official said the aim was for another $20 billion from bilateral support from G8 members as well as from rich Persian Gulf states and others. “We are really very satisfied by the very strong, very clear, very precise declarations that have come from all the G-8 nations and financial institutions – bilateral agencies and development banks,” Tunisian Finance Minister Jaloul Ayed told reporters in Deauville. He said foreign ministers and finance ministers from the countries involved were expected to meet between now and early July to flesh out details of the aid package. Tunisia’s government said it was asking the G-8 for $25 billion over the next five years, and Egypt says it will need between $10 to $12 billion for the fiscal year that begins in July to cover its mounting expenses. “This isn’t the end, additional funding will likely come from other sources after the G-8, and I think they’ll be satisfied with at least the ball starting to roll,” Jenilee Guebert of the G-8 Research Group at the Munk School of Global Affairs in Toronto. U.S. and European officials had said that they would not announce an aid figure at this summit, thinking it was too early to do so. “They said their main problem was the economy. They need some support,” European Commission President Jose Manuel Barroso told reporters Friday after meeting the Egyptian and Tunisian leaders. “I think they are ready. Let’s do everything to support the Arab Spring. I think they can succeed.” Uncertainty lingers, however, about the fragile governments in Egypt and Tunisia as they prepare for elections later this year – and debate over how to handle Libya’s war. The G-8 leaders are also worried that fighting in Libya and violence against protesters in Syria could derail the pro-democracy movement that has swept around the Arab world since Tunisian protesters rose up against an autocratic regime and forced out their longtime president. In their final statement, the G-8 leaders said Libyan leader Moammar Gadhafi “must go” and are pressing Syria’s regime to “stop using force and intimidation” against its people. The G8 leaders say Gadhafi and his government have failed to fulfill their responsibility to protect Libya’s people “and have lost all legitimacy. He has no future in a free, democratic Libya.” The main product of the G-8 summit was a partnership program aimed at supporting the countries’ fragile political leadership and fighting corruption and stabilizing the economies. The G-8 leaders laid out a plan for refocusing the European Bank for Reconstruction and Development – created to help eastern European economies after the collapse of communism – to help Arab democracies. The EBRD was set up 20 years ago, when the sudden collapse of the Soviet Union convinced European leaders of the urgency to provide support to a region emerging from decades of political and economic dictatorship. The idea was to set up a “transition bank” to help lead the way on banking systems reform, price liberalization, privatization and establishing legal property rights in a region just shaking off the effects of almost 50 years of planned economies. The G-8 leaders also met with African leaders Friday, calling for concerted efforts to settle conflicts on the continent. ___ Julie Pace and Sylvie Corbet in Deauville contributed to this report. (This version corrects short headline.)

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Arab Democracies Will Receive Billions In Support, G8 Leaders Say

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Wall Street Compensation Lawyer: ‘I Have Friends Who Blame Me For The Crisis’

February 6, 2011

Don’t blame record levels of Wall Street pay for the financial crisis, one high-powered lawyer tells the Wall Street Journal . In an interview with the WSJ Steve Eckhaus, a New York City lawyer who has brokered pay packages for some of the Street’s most well-known execs, says pay just wasn’t the cause of the financial crisis. Most of his clients are as “pure as driven snow,” he tells the WSJ , and the crisis was caused by a “confluence of economic, political and historical factors.” Here’s more from the WSJ : “I hate to say it, but I have friends who blame me for the financial crisis,” says Mr. Eckhaus, who estimates he has negotiated well over in $5 billion in banker pay over the years, including several $100 million pay deals. Eckhaus, who has worked on deals for execs like former Lehman Brothers CFO Erin Callan and former Goldman exec Tom Montag (now of Bank of America), leaves out ample evidence that compensation did play a significant role in the financial crisis — and may, in fact, hurt long-term corporate performance. In a highly-anticipated report released last month the FInancial Crisis Inquiry Commission, a government panel charged with investigating the causes of the meltdown, pointed to compensation as a key factor. “Compensation systems–designed in an environment of cheap money, intense competition, and light regulation–too often rewarded the quick deal, the short-term gain–without proper consideration of long-term consequences,” the report reads. The FDIC is reportedly weighing a proposal to force the nation’s largest banks — including Bank of America, Goldman Sachs and Wells Fargo — to defer at least half of all bonuses compensation to top execs for at least three years. Under the Dodd-Frank financial reform bill passed last year, regulators may prohibit compensation practices that compel execs to take “inappropriate risks .” Since the crisis, the EU, for its part, has pushed to establish limits on financial industry compensation. Aligning pay with long-term shareholder interests is also one of the top concerns surrounding the international bank accords known as Basel III . A report released last year by the Council of Institutional Investors, a group of public and privete pension funds, found that Wall Street pay practices had not sufficiently changed after the financial crisis.

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Apple Pushed To Reveal CEO Succession Plan

February 3, 2011

WASHINGTON — Proxy advisory firm Institutional Shareholder Services is backing a shareholders proposal that would require Apple Inc. to divulge its succession plans. The proposal was submitted to Apple by the Central Laborers’ Pension Fund in August. The fund owns nearly 11,500 shares, about a thousandth of 1 percent of the shares outstanding. The proposal is on the agenda for the shareholders meeting on Feb. 23. Word of ISS’s backing on Thursday comes two weeks after Apple CEO Steve Jobs announced he was taking his third medical leave since founding the company in 1976. Apple’s board recommends voting against the plan, saying it already has a succession plan in place, and that to reveal who it was considering for advancement could prompt rivals to poach its executives and cause others to leave.

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Despite Lackluster Returns, Hedge Fund Assets Hit Record

January 19, 2011

BOSTON (By Svea Herbst-Bayliss) – Hedge fund assets grew a record $149 billion during the last three months of 2010, according to new data released on Wednesday. According to Hedge Fund Research (HFR), which tracks industry performance and asset flows, hedge funds around the world now invest $1.917 trillion. Investors added $13.1 billion in new money during the last quarter after having put in $19 billion in the third quarter. In total, pension funds, endowments and wealthy investors added $55.5 billion in new money in 2010, the highest annual total since 2007. The rest of the increase during the last quarter came from market gains. The increased flows came even as the industry delivered only lackluster returns of 10 percent, lagging behind mutual funds and the industry’s own more impressive 19 percent gain in 2009. The industry is almost back to its peak size of the second quarter of 2008, when assets hit $1.93 trillion, right before the height of the financial crisis. But the flows also suggest investors are taking a more cautious stance by sticking with established players. The data show that 80 percent of net new assets went to big fund firms that oversee more than $5 billion in assets. “The second half of 2010 was a historic time in the hedge fund industry, characterized by powerful and pervasive trends shaping the institutional landscape of the hedge fund industry”, Kenneth Heinz, President of HFR, said in a statement. “As the industry is positioned to surpass its previous asset peak, global investors are focused on the dynamics of inflation protection, strategic specialization, enhanced liquidity, improved structure and transparency for accessing hedge fund performance in coming years,” he said. Macro and relative value funds were the most popular with investors, as clients hoped those types of funds could best navigate volatile currency and interest rate markets. Event-driven funds which focus on mergers and acquisitions were also popular, pulling in $14 billion during 2010. But the industry’s biggest category, equity hedge funds that can take long and short bets, failed to excite investors and added only $2.6 billion in new money during the year. (Reporting by Svea Herbst-Bayliss, editing by Gerald E. McCormick) Copyright 2010 Thomson Reuters. Click for Restrictions .

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Could New Breed of REITs Help Solve U.S. Infrastructure Crisis?

December 9, 2010

A Dallas-based energy company and four institutional investment partners from the U.S., Japan and Canada have formed an alliance to launch the nation’s first two REITs trading in U.S. electricity and gas transmission and distribution projects. Some financial…

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Could New Breed of REITs Help Solve U.S. Infrastructure Crisis?

December 9, 2010

A Dallas-based energy company and four institutional investment partners from the U.S., Japan and Canada have formed an alliance to launch the nation’s first two REITs trading in U.S. electricity and gas transmission and distribution projects. Some financial…

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Could New Breed of REITs Help Solve U.S. Infrastructure Crisis?

December 9, 2010

A Dallas-based energy company and four institutional investment partners from the U.S., Japan and Canada have formed an alliance to launch the nation’s first two REITs trading in U.S. electricity and gas transmission and distribution projects. Some financial…

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BNP Paribas Announces Hire of John Catizone to Commodity Derivatives Institutional & Investor Sales

December 3, 2010

NEW YORK, NY–(Marketwire – December 3, 2010) – BNP Paribas is pleased to announce that John Catizone has joined its Commodity Derivatives group as Managing Director for Institutional and Investor sales in New York. John will report to Guillaume Picot, Global Head of Commodity Investor Derivatives Group (CIDG) and to Marc Fontaine, Head of Commodity Derivatives, Americas.

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Bow Energy Limited (ASX:BOW) Successful Completion of Institutional Placement Raising A$48.4 million

November 11, 2010

Bow Energy Limited (ASX:BOW) Successful Completion of Institutional Placement Raising A$48.4 million

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Ford 3Q Profit Soars As It Grabs Bigger Market Share

October 26, 2010

DEARBORN, Mich. — Ford Motor Co.’s third-quarter net income rose 68 percent as it grabbed a bigger share of the U.S. auto market and buyers paid more for its highly-rated cars and trucks. It was Ford’s sixth straight quarterly profit and the company’s best third-quarter performance since at least 1990. Ford CEO Alan Mulally said popular new cars, such as the Ford Fiesta subcompact and Ford Edge wagon, and aggressive cost-cutting helped the company make money despite lower global sales. The automaker said it expects to end the year with as much cash as it has debt, a year earlier than it had previously forecast. Ford, which four years ago mortgaged its factories, blue oval logo and other assets to fund a huge restructuring, said it paid off $2 billion in debt in the third quarter and expects to pay off an additional $3.6 billion for retiree health care on Friday. Ford’s debt will stand at $22.8 billion after those two actions. It has $20.3 billion in cash. When Ford pays its debt to the United Auto Workers health care trust, it will no longer owe the trust any money. The UAW agreed to the trust in 2007, and it began paying health care benefits for 195,000 retirees and spouses in January. The automaker was paying a 9 percent annual interest rate on its obligation to the trust. Ford also said it is launching an offer to convert $3.5 billion in debt to common stock. The offer closes Nov. 23. Ford’s earnings of $1.7 billion, or 43 cents per share, beat Wall Street estimates. Without one-time items, which included a $102 million charge related to Ford’s sale of Volvo, Ford would have earned 48 cents per share. Analysts polled by Thomson Reuters had forecast earnings of 38 cents per share. Those estimates typically exclude one-time items. In the same quarter a year earlier, Ford earned $1 billion, or 26 cents per share. Ford’s quarterly revenues fell $1 billion, or 3 percent, to $29 billion for the quarter. But Ford said if Volvo’s 2009 revenues were excluded, revenues rose $1.7 billion. For the first three quarters of the year, Ford made $6.4 billion. The company also said it expects all of its regions to be profitable in the fourth quarter and for all of 2011. In the third quarter, Ford’s European operations posted a $196 million loss, compared with a $131 million profit a year ago, but all other regions made money. Ford Motor Credit Co., the company’s auto loan arm, made $497 million for the third quarter and contributed $1 billion to the parent company. The Dearborn, Mich., automaker offered to convert $3.5 billion in bonds that pay 4.25 percent interest to shares of common stock. The notes, held mainly by hedge funds and other institutional investors, were due in 2016 and 2036. The company said it doesn’t know how many debtholders will take the offer, but it if all of them do, it will pay them off with 372 million in previously authorized shares that had not been sold. Treasurer Neil Schloss said there should be no dilution of the current shares since the shares being used to pay the debt are already on the books. Ford shares, though, were down 30 cents, or 2.1 percent, to $13.85 in premarket trading. Schloss said once Ford repays the UAW trust, it will have reduced debt this year by $10.8 billion, saving roughly $800 million in annual interest costs. The figure does not include the $3.5 billion in notes. Despite the repayments, the company still must continue to work on its balance sheet, paying down debt as it generates operating cash, Chief Financial Officer Lewis Booth said. He said the company is getting better prices for its vehicles around the world, especially as it rolls out new models. Ford is either getting customers to pay higher sticker prices or it has reduced the amount of incentives it has to offer to get people to buy, Booth said. “The strength of the product is propelling our business results,” he said.

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Video: Whalen Calls U.S. Foreclosure Crisis a `Cancer’: Video

October 18, 2010

Oct. 18 (Bloomberg) — Christopher Whalen, managing director of Institutional Risk Analytics, talks with Bloomberg’s Mark Crumpton about the impact of U.S. mortgage foreclosures on banks and the housing market and the outlook for the economy. Whalen is author of the book “Inflated: How Money and Debt Built the American Dream.” (Source: Bloomberg)

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Video: Whalen Calls U.S. Foreclosure Crisis a `Cancer’: Video

October 18, 2010

Oct. 18 (Bloomberg) — Christopher Whalen, managing director of Institutional Risk Analytics, talks with Bloomberg’s Mark Crumpton about the impact of U.S. mortgage foreclosures on banks and the housing market and the outlook for the economy. Whalen is author of the book “Inflated: How Money and Debt Built the American Dream.” (Source: Bloomberg)

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Jerry Chautin: Getting Financing Depends Upon the Strength of Your Executive Summary

September 2, 2010

Last week I wrote that the quality of your cover letter could make the difference between approval or rejection of your application for funding. The one or two-page, personalized document explains the ability of your venture to repay a loan, or for venture capital, the return on equity to an investor. A cover letter is mostly subjective and sets the stage for the next document in your business plan — the executive summary, that I sometimes call “Memorandum of Salient Facts.” That is because the best ones will mirror the objective memorandum format that your loan officer presents to his finance committee. Thus, your mission is to foster a trustworthy-enough friendship with the loan officer so that he will agree to show you what the bank’s memorandum looks like. In that way, you can fine-tune yours to resemble the bank’s and enhance your chances for approval. Asking for this information is an honest and transparent part of your negotiations. Both you and the lender have the same objective — to approve a good loan. Your relationship with the loan officer is the key. You will need to know the range of acceptable underwriting benchmarks and what model the institution uses to match your financial ratios for cash equity to loan amount, debt service coverage, collateral liquidation value to loan amount, and the most important other ratios used in underwriting. Ask how many months the finance committee expects it to take for a business like yours to breakeven. Find out when you are expected to show a profit — and how much. Getting these ratios and benchmarks close enough will make or break your deal. Furthermore, you do not have to be a financial whiz to understand them and explain why your business niche is unique if it deviates from the model. It is important for you to internalize the numbers to withstand questions about them when you are asked. “I’ll check with my accountant” is the wrong answer. You have to know what model your lender uses for your key financial ratios and understand how yours compare. But also cite secondary sources when they better support your contentions. During my commercial mortgage-banking career, for example, some of my institutional investors liked the Institute for Real Estate Management’s data. But in addition to IREM, I also used Building Owners and Management Association’s statistics when I financed office buildings. For retail, I used ratios from International Council of Shopping Centers. Likewise, the National Apartment Association and National Multi Housing Council are excellent sources to rental apartment complexes. For non-real estate proposals, I found that many lenders and the U.S. Small Business Administration uses Risk Management Association’s Annual Statement Studies, Financial Ratio Benchmarks. Regional libraries have RMA and trade association statistics in their research sections. You can also purchase a subscription. Using trade associations’ financial ratios adds credibility. If you own a restaurant, for example, the National Restaurant Association compiles the relevant data you need. The Encyclopedia of Associations list most trade associations, tells you the composite of their membership and provides contact information for its leadership. Many have local affiliates and allow you to attend a meeting for free as a prospective member. You can also interview businesses that are similar to yours. Talk to franchise operators that sell similar products or services. They are used to getting contacted by prospective franchise purchasers and apt to be candid about their experiences and even their financial statements. The memorandum of salient facts can be limited to one page because you already touched on the research and explained where the numbers came from in your cover letter. Moreover, the footnotes to your financial statements will explain the numbers in comprehensive detail. In future columns, I will write about the “sources and uses of funds” and other documents you will need to raise capital for your business. Jerry Chautin is a volunteer SCORE business counselor, business columnist and SBA’s 2006 national ” Journalist of the Year ” award winner. He is a former entrepreneur, commercial mortgage banker, commercial real estate dealmaker and business lender. You can follow him at www.Twitter.com/JerryChautin

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Robert Fuller: The Dignity of Work: Transforming the One-Size-Fits-All Workhouse Into a Custom-Fit Workplace

August 25, 2010

The inefficiency of slavery is now obvious, but to George Washington it came as a revelation. While on a visit to Philadelphia, Washington noticed that free men there could do in “two or three days what would employ [his slaves] a month or more.” His explanation–that slaves had no chance “to establish a good name [and so were] too regardless of a bad one”–was that of a practical man concerned with the bottom line, not that of a moralizer. Sadly for us, our first president did not draw the full implications of his insight. Had he done so, he might have used his immense prestige to end the indignity of slavery. Today’s employers are not dealing with slaves, though it is often argued that wage-earners are wage-slaves, and that the dignity of salaried employees is only marginally more secure. Since Washington’s time, it has gradually become clear that negative motivation–fear of punishment–is less effective than the positive motivation that comes from being part of a team of trusted, responsible professionals. Once a year, on Labor Day, the dignity of work is extolled from sea to shining sea. In the new book The Custom-Fit Workplace , authors Joan Blades and Nanette Fondas show how to turn that noble ideal into a year-round reality by providing a blueprint for employers intent on creating workplaces that unleash the full potential of employees. The ill-effects of rigid work schedules, inequitable pay, and other demeaning practices are now the subject of a growing body of research documenting the damage done not only to individual employees but to the companies for which they work. It turns out that rankism –the rank-based discrimination and abuse to which most indignities can be traced–is no better for the bottom line than racism, sexism, and homophobia. All the discriminatory “isms” are self-inflicted wounds that drain away the life-blood of enterprises harboring them. The indignities of rankism are not merely unfair, they are inefficient and counterproductive. Fear and humiliation work only so long as people lack options. The young are increasingly unwilling to put up with rankist environments, and soon these vestiges of the workhouse will become untenable throughout the economy. A culture of dignity in the workplace provides a competitive advantage because it means happier, healthier, more creative and productive employees. What does it matter if they work together in lockstep–so long as they get the job done? People who feel recognized as individuals and respected as human beings are more likely to give their best. Much as eliminating malnutrition makes for healthier workers, eliminating malrecognition makes for more reliable ones. Customized workplaces respect employees’ dignity in ways that previous generations would have found astonishing and the next generation will take for granted. Great managers have long known that nothing motivates workers quite so consistently as pride in a job well done. In chapters on flextime, virtual and contract work, job and career lane changes, and childcare at work, Blades and Fondas provide a design for a dignitarian workplace that pays off in performance and profits. Today, slavery has no defenders. As the liberating and empowering practices in this handbook spread through the global marketplace, the institutional indignities of the one-size-fits-all workplace will likewise be revealed as paternalistic, demeaning, and inefficient. When the history of the dignity movement is written, The Custom-Fit Workplace will stand as a beacon that lit the way.

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Dennis Santiago: Move Your Money: Bank Regulators Hold Hearings in Los Angeles

August 16, 2010

Bank regulators are holding hearings that could potentially improve the Community Reinvestment Act. The 1977 law was designed to ensure that banks remained connected to the communities they serve. Banking and finance have evolved significantly since that time, and the banking regulators have decided that it may be time to update how this law is enforced. They have been holding public hearings for about a month, and the last of these takes place on Tuesday, Aug. 17, in Los Angeles. The Los Angeles hearings are being coordinated by the Office of the Comptroller of the Currency, one of the four agencies doing the review, and focus on Small Business and Consumer Lending, CRA Data Collection, Reporting and Disclosure, and Performance Evaluations. A number of local figures will be testifying, including statements from Los Angeles Mayor Antonio Villaraigosa and also by Councilman Richard Alarcon, the leading proponent of L.A.’s responsible banking ordinance initiative. Right now the entire country is a basket case of nerves, with economists arguing over what the shape of the dip is that we are suffering through while the administration’s economists hang on to the notion that there is a big government “retread deal” of some sort to spend our way out of it. All well and good to arguing academically, but that doesn’t cut it on Main Street where businesses won’t invest because there’s no strategy looking ahead other than kicking cans down the road, families short selling their dreams and exiting the middle class, and reluctant banks that won’t — not can’t — lend because their internal loan to value criteria pretty much disqualifies the very people and businesses the country needs to be investing in the most. It just bothers me that increasingly the people able to access our massive pile of frozen wealth are the ones who need it the least. That we are some sort of macabre journey to retrench the wealth of the middle class and redistribute it to the landed classes challenges my sensibilities when I know we are capable of better. There has to be a way found that can recover our economy where it doesn’t have to go through some circuitous trickle down pathway. And remember that at this point it’s the Obama administration and the Congress in session that are letting this happen. I’m beyond the silly notion that anyone else is to hold responsible for any lack of progress we continue to suffer from. So here’s one prescription that might help fix this mess. If state, county and local governments reallocated portions of their monies and a program could be designed to place that money into banks that show strong indications of being involved in the economic recovery of their communities, this might be a way to focus more of the nation’s wealth into the rebuilding of core industry and accompanying multipliers we so desperately need. Regional governments placing large deposits directly into qualified institutions create what is known as a “volatile deposit” that has implied expectations on how those deposits will be employed. Federal Home Loan Bank Advances have similar implied effects by the nature of their bulk on a bank’s liabilities sheet. It’s the kind “Move Your Money” leverage that has the potential to make Wall Street pay attention to Main Street, and I believe it’s a potentially game-changing strategy worth taking a closer look at. For regional governments to accomplish this important mission, they need uniformly collected information on banks at the operating branch and zip code levels of detail. The FDIC has done annual collections of deposit data by the branch level in the past. It’s a tool that works very well and one that I believe can be enhanced to get us what we need. To this end, I had my company submit written comments to the Community Reinvestment Act Regulation Hearings that encourage regulators to pursue specific enhancements in data collection that will enable states, counties and municipalities to more effectively pursue “going local” initiatives for their communities. This is important if these regional governments are to play their part in exerting greater uniform pressure on the banking and finance system to cease squeezing the life out of the U.S. industrial base and home ownership sectors and get back on track towards helping the country recover and prosper. If the federal apparatus does not act, then these regional governments will be forced to capture information piecemeal — and they should do so — in order to fend for their neighborhoods. But the slower path will only serve to prolong the process of kicking the can down the dippy road longer than it needs to be. We can do something about it if we put our collective national interests first for once. What say you? To read the Institutional Risk Analytics submittal to OCC Docket ID OCC-2010-0011 request for comments to Session 4 of the Community Reinvestment Act Regulation Hearings, please click here . For more information on Move Your Money go to www.moveyourmoney.info .

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Dennis Santiago: Move Your Money: Bank Regulators Hold Hearings in Los Angeles

August 16, 2010

Bank regulators are holding hearings that could potentially improve the Community Reinvestment Act. The 1977 law was designed to ensure that banks remained connected to the communities they serve. Banking and finance have evolved significantly since that time, and the banking regulators have decided that it may be time to update how this law is enforced. They have been holding public hearings for about a month, and the last of these takes place on Tuesday, Aug. 17, in Los Angeles. The Los Angeles hearings are being coordinated by the Office of the Comptroller of the Currency, one of the four agencies doing the review, and focus on Small Business and Consumer Lending, CRA Data Collection, Reporting and Disclosure, and Performance Evaluations. A number of local figures will be testifying, including statements from Los Angeles Mayor Antonio Villaraigosa and also by Councilman Richard Alarcon, the leading proponent of L.A.’s responsible banking ordinance initiative. Right now the entire country is a basket case of nerves, with economists arguing over what the shape of the dip is that we are suffering through while the administration’s economists hang on to the notion that there is a big government “retread deal” of some sort to spend our way out of it. All well and good to arguing academically, but that doesn’t cut it on Main Street where businesses won’t invest because there’s no strategy looking ahead other than kicking cans down the road, families short selling their dreams and exiting the middle class, and reluctant banks that won’t — not can’t — lend because their internal loan to value criteria pretty much disqualifies the very people and businesses the country needs to be investing in the most. It just bothers me that increasingly the people able to access our massive pile of frozen wealth are the ones who need it the least. That we are some sort of macabre journey to retrench the wealth of the middle class and redistribute it to the landed classes challenges my sensibilities when I know we are capable of better. There has to be a way found that can recover our economy where it doesn’t have to go through some circuitous trickle down pathway. And remember that at this point it’s the Obama administration and the Congress in session that are letting this happen. I’m beyond the silly notion that anyone else is to hold responsible for any lack of progress we continue to suffer from. So here’s one prescription that might help fix this mess. If state, county and local governments reallocated portions of their monies and a program could be designed to place that money into banks that show strong indications of being involved in the economic recovery of their communities, this might be a way to focus more of the nation’s wealth into the rebuilding of core industry and accompanying multipliers we so desperately need. Regional governments placing large deposits directly into qualified institutions create what is known as a “volatile deposit” that has implied expectations on how those deposits will be employed. Federal Home Loan Bank Advances have similar implied effects by the nature of their bulk on a bank’s liabilities sheet. It’s the kind “Move Your Money” leverage that has the potential to make Wall Street pay attention to Main Street, and I believe it’s a potentially game-changing strategy worth taking a closer look at. For regional governments to accomplish this important mission, they need uniformly collected information on banks at the operating branch and zip code levels of detail. The FDIC has done annual collections of deposit data by the branch level in the past. It’s a tool that works very well and one that I believe can be enhanced to get us what we need. To this end, I had my company submit written comments to the Community Reinvestment Act Regulation Hearings that encourage regulators to pursue specific enhancements in data collection that will enable states, counties and municipalities to more effectively pursue “going local” initiatives for their communities. This is important if these regional governments are to play their part in exerting greater uniform pressure on the banking and finance system to cease squeezing the life out of the U.S. industrial base and home ownership sectors and get back on track towards helping the country recover and prosper. If the federal apparatus does not act, then these regional governments will be forced to capture information piecemeal — and they should do so — in order to fend for their neighborhoods. But the slower path will only serve to prolong the process of kicking the can down the dippy road longer than it needs to be. We can do something about it if we put our collective national interests first for once. What say you? To read the Institutional Risk Analytics submittal to OCC Docket ID OCC-2010-0011 request for comments to Session 4 of the Community Reinvestment Act Regulation Hearings, please click here . For more information on Move Your Money go to www.moveyourmoney.info .

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David Bolchover: Tony Hayward and Those CEO Myths

July 29, 2010

The exiting BP Chief Executive Tony Hayward has become rich as a time-serving employee, working his way up a huge corporation over three decades, profiting from the brand and infrastructure of a company that was created three years before he was born. Then he was made a scapegoat for an oil spill from one of the company’s several thousand wells, a well he had probably never visited and maybe never knew existed. Such is the life of a chief executive of a large corporation. The eulogies and vilifications are flip sides of the same coin, and are founded on the misconception that the chief executive of a longstanding global company with tens of thousands of employees, hundreds of senior managers and an army of expensive external consultants, has anywhere near the dramatic impact we are led to believe. The myth of CEO (chief executive) omnipotence and its twin misconception, the myth of rare executive talent, cost us dear and must be challenged vigorously and urgently. It is after all the population at large which owns large public companies through pensions, savings and other investments, and therefore has to pay for the exorbitant salaries that are a direct consequence of these myths. However, these expensive myths will continue to be stoutly defended by a number of vested interests, such as remuneration consultants, headhunters and the institutional shareholders who invest in public companies on our behalf, and whose senior executives also owe their wealth to the exact same fallacies. The principal beneficiaries of the status quo are of course the CEOs themselves, together with those corporate hopefuls who aspire to be CEOs in the future. These myths secure life-transforming and life-long wealth for them if and when they get to the top. After all, in a market where the supply of a given entity is deemed to be scarce and precious, its price (in this case, its salary) inevitably rises. Moreover, as these CEOs are in such a powerful negotiating position before they assume responsibilities, they can guarantee through contractual obligations that their sky-high compensation, in the form of golden handshakes and pension entitlements, will continue even if their term in office is deemed a failure. Thus, the heavily criticised Hayward picks up around $1.6 million on his way out, with a promised pension pot reportedly in excess of $16 million, ensuring an annual retirement windfall of around $1 million that will keep him in the lap of luxury for many years. Many years, no doubt, in which several future BP chief executives will become seriously wealthy by managing to beat thousands of equally qualified candidates to find themselves at the top of a massive company, only to then wield insignificant impact on its performance. Hayward had two full years as chief executive of BP – 2008 and 2009. In those two years, he received around $11 million in salary, cash bonus and share awards. The board defended both annual payouts on the basis that Hayward had boosted “operational performance”, despite the company performing worse than its competitors in terms of total shareholder return in 2008, and reporting a 45% profit fall in 2009. Besides, in an industry where investments traditionally take a long time to bear fruit, it is hard to accept that Hayward himself could be held personally responsible for any alleged improvements. Under his leadership, the company adopted cost-cutting measures throughout the organisation, similar to those overseen by countless chief executives, past and present. No rare talent necessary there, just bog-standard corporate administration. After the spill, he made several notorious gaffes, such as saying he wanted “his life back” after eleven people had lost theirs due to the initial accident, and thousands more lost their livelihoods as a consequence. One of the key attributes of any leader of a large organisation must be diplomacy, to say the right thing as the figurehead. Tact is a trait possessed by numerous people, for example by seasoned foreign diplomats and PR consultants earning a relative pittance. So why have all those millions come out of our pockets and been given to Tony Hayward? We need to draw broader lessons from the Tony Hayward saga. It’s not just the money that is being unjustly taken from the population as a result of the myths surrounding executives. What signal does it send to society when corporate leaders become hugely wealthy without themselves taking on any personal risk or creating anything new? What damage does that message do to innovation and entrepreneurship? Why not forget about setting up that business, and just try to become another corporate leader, exploiting and suffering from external events, and becoming rich, no matter what? David Bolchover’s latest book is “Pay Check: Are Top Earners Really Worth It?”

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Video: Whalen Sees `No Credibility’ in European Bank Tests: Video

July 26, 2010

July 26 (Bloomberg) — Christopher Whalen, managing director of Institutional Risk Analytics, discusses the implications of the European Union bank stress tests and the outlook for consolidation in the EU financial industry. Whalen speaks with Deirdre Bolton on Bloomberg Television’s “InsideTrack.” (Source: Bloomberg)

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Dan Solin: The 401(k) Gravy Train Has Sprung a Leak

July 20, 2010

The perversion of 401(k) plans into an $80 billion annual trough from which brokers, insurance companies and mutual funds shamelessly feed, is disturbing to anyone who understands how this system works. There’s so much blame to go around it’s hard to know where to start. Employers are either ignorant of how their employees are being ripped off by excessive fees and poor performing investment choices, or they just don’t care as long as their plan costs them “nothing.” Brokers and insurance companies know exactly what they are doing: maximizing fees (and penalizing returns) through “revenue sharing payments” extracted from mutual funds who are pandering to be included as investment options in the plan. Mutual funds populate the plans with high expense ratio funds and earn obscene profits from having a captive audience of mostly unsophisticated plan participants. Two recent developments may foretell a crack in this sleazy, ethically bankrupt system. The Center for Retirement Research at Boston College issued a report which looked at the costs of the typical 401(k) plan. The report questioned the common practice of including actively managed funds (where the fund manager attempts to beat a given benchmark) as investment options in 401(k) plans. The authors concluded the inclusion of these funds exposed plan participants to a “substantial amount of additional risk” because only a small percent of these funds were able to beat their benchmark by the amount necessary to cover their high transaction costs. The solution to the crap shoot of trying to pick the tiny percentage of out-performing actively managed funds is to eliminate them from 401(k) plans altogether. Instead, the report recommends the use of Exchange Traded Funds and commingled trusts which could “boost the net returns on participants’ balances by 0.7 percent of assets or more.” An even better solution would be to offer participants only pre-allocated portfolios of globally diversified, low cost stock and bond index funds. The reason why costs are so high in most 401(k) plans is that it suits the interest of brokers and mutual funds to keep them high, which increases their profits. However, a recent federal court decision may provide a meaningful disincentive for this conduct. In Tibble v. Edison International (CV 07-5359), Judge Stephen V. Wilson ruled on a class action brought by participants in Edison’s 401(k) plan. The case was brought in the United States District Court for the Central District of California. In a ground-breaking decision which could change the landscape of 401(k) plans, Judge Wilson ruled Edison violated ERISA by including the retail shares of three mutual funds in its 401(k) plan when less expensive institutional share classes of the same funds were available. Judge Wilson held “a prudent fiduciary acting in a like capacity would have invested in the institutional share classes”, since the only difference was the cost of the two shares. The potential damages for the plan participants could be substantial. The Court set forth a methodology which involves computing the difference in cost between the two share classes over the relevant time period and also calculating the loss of additional investment opportunity caused by the reduction in returns to the plan participants. Over the years, I have reviewed many 401(k) plans. Over 90% of them use retail shares even though lower cost institutional shares were available. The cost to plan participants (and the benefit to brokers and mutual funds) is in the billions of dollars. While these developments are most welcome, there is a long way to go. As indicated in the study by The Center for Retirement Research, and in hundreds of other academic studies, no prudent investor should invest in actively managed funds which are unlikely to equal benchmark returns, when index funds will always track the index, less low transaction costs. Most index funds have only one class and their cost is typically significantly less than the cost of both the retail and the institutional shares of actively managed funds. Plan participants who wish to gamble with their retirement funds could be offered a self-directed brokerage option. Hopefully, the next litigation development will hold fiduciaries responsible for the inclusion of actively managed funds, and for their failure to include pre-allocated portfolios of low cost index funds, Exchange Traded Funds or passively managed funds, as investment options in 401(k) plans. When this decision is handed down, the leak in the 401(k) gravy train will become a flood. The views set forth in this blog are the opinions of the author alone and may not represent the views of any firm or entity with whom he is affiliated. The data, information, and content on this blog are for information, education, and non-commercial purposes only. Returns from index funds do not represent the performance of any investment advisory firm. The information on this blog does not involve the rendering of personalized investment advice and is limited to the dissemination of opinions on investing. No reader should construe these opinions as an offer of advisory services. Readers who require investment advice should retain the services of a competent investment professional. The information on this blog is not an offer to buy or sell, or a solicitation of any offer to buy or sell any securities or class of securities mentioned herein. Furthermore, the information on this blog should not be construed as an offer of advisory services. Please note that the author does not recommend specific securities nor is he responsible for comments made by persons posting on this blog.

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Video: Whalen Calls Goldman Fine `Lunch Money’, Sees New CEO: Video

July 15, 2010

July 15 (Bloomberg) — Christopher Whalen, managing director of Institutional Risk Analytics, talks about Goldman Sachs Group Inc.’s agreement to pay $550 million to settle U.S. regulatory claims it misled investors in collateralized debt obligations linked to subprime mortgages. Whalen speaks with Carol Massar and Matt Miller on Bloomberg Television’s “Street Smart.” (Source: Bloomberg)

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Macquarie Hires Sansaricq From Fox River for Global Prime Brokerage Sales

June 6, 2010

By Jeff Kearns June 7 (Bloomberg) — Macquarie Group Ltd. hired Richard Sansaricq as global head of sales for the financing of equity trades by clients, an attempt by Australia’s largest investment bank to boost market share in equities. Sansaricq, 48, started last week in New York overseeing nine salespeople in the U.S., Europe, Asia and Australia, according to Todd Steinberg , head of equity derivatives. Sansaricq, whose position is newly created, was most recently head of algorithmic sales at Fox River Execution in New York. He will report to Steinberg, a former BNP Paribas SA executive hired last month. Sansaricq, whose official title will be head of Delta One and synthetic prime brokerage sales, declined to comment. The Sydney-based firm is expanding what it offers customers who invest in and trade equities by developing more derivative products, including over-the-counter contracts and exchange- traded products such as options. Macquarie paid $146.7 million in September for Fox-Pitt Kelton Cochran Caronia Waller LLC, the investment bank that focused on financial institutions. “As we expand our derivatives and equity finance capabilities, we’ll be hiring to match that expansion around the world,” Steinberg said in an interview. “Richard’s hire will help us deliver more to our institutional clients globally.” Net trading income at Macquarie’s securities unit rose 17 percent in the year that ended March 31, the bank said April 30. To contact the reporter on this story: Jeff Kearns in New York at jkearns3@bloomberg.net .

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Citi U.S. Consumer Unit to Show Profit by Shifting Loans, Closing Branches

June 3, 2010

By Bradley Keoun June 3 (Bloomberg) — Citigroup Inc. ’s plan to shift bad loans to a new division from its U.S. consumer-finance business will make the remaining network profitable, said Mary McDowell , chief executive officer of the CitiFinancial unit. The “streamlined” branch network will serve 1.6 million customers and manage $18 billion of loans and other receivables, or about 70 percent of the current total, McDowell told employees on a June 1 conference call. The network will be profitable when excluding losses on $8 billion of receivables being moved to a new CitiFinancial division specializing in loan modifications, she said. Citigroup is carving up CitiFinancial to attract buyers 17 months after CEO Vikram Pandit , 53, tagged it for sale. While results for the Baltimore-based unit aren’t disclosed, it is part of Citigroup’s local consumer-lending group, which lost $10.5 billion last year. Citigroup said June 1 that CitiFinancial also will close 330 U.S. branches and cut 500 to 600 jobs under the strategy. “That clear line of sight to profitability, it’s an important feature for potential buyers,” McDowell said on the call. “Once this strategy has been fully implemented, the full- service branch network will immediately return to profitability.” Citigroup spokeswoman Shannon Bell declined to comment further. CitiFinancial North America, which also includes branches in Canada and Puerto Rico, may be worth $3.6 billion once the delinquent loans are pushed out, Rochdale Securities analyst Richard Bove wrote in a report yesterday. Citigroup has already written down many of the loans, Bove said. ‘Make It Attractive’ “What you’re trying to do is sell whatever you can sell,” Bove said in an interview. “If you kept the bad loans inside CitiFinancial, you couldn’t sell CitiFinancial. So you had to take it out, restructure the business, make it attractive.” McDowell said on the call that while “there’s been a lot of interest in our business from potential buyers,” few companies can afford to carry a balance sheet as large as CitiFinancial’s. New York-based Citigroup funds the business mainly from its $1.02 billion of non-deposit borrowings , which come from debt markets and other institutional lenders. “One of the things we consistently hear is that our business is too large,” McDowell said. Shrinking the unit “increases the pool of potential buyers.” A plan to rename CitiFinancial with an “independent brand name” may also make it more appealing, she said. The rebranding, which probably won’t be completed until early next year, will reflect the eventual separation from Citigroup, she said. “By addressing this proactively rather than waiting for someone else to do something when we’re sold, I think we increase the value of the franchise,” she said. Pandit is “not going to sell it if the price isn’t right,” McDowell said. To contact the reporter on this story: Bradley Keoun in New York at bkeoun@bloomberg.net .

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Citi U.S. Consumer Unit to Show Profit by Shifting Loans, Closing Branches

June 3, 2010

By Bradley Keoun June 3 (Bloomberg) — Citigroup Inc. ’s plan to shift bad loans to a new division from its U.S. consumer-finance business will make the remaining network profitable, said Mary McDowell , chief executive officer of the CitiFinancial unit. The “streamlined” branch network will serve 1.6 million customers and manage $18 billion of loans and other receivables, or about 70 percent of the current total, McDowell told employees on a June 1 conference call. The network will be profitable when excluding losses on $8 billion of receivables being moved to a new CitiFinancial division specializing in loan modifications, she said. Citigroup is carving up CitiFinancial to attract buyers 17 months after CEO Vikram Pandit , 53, tagged it for sale. While results for the Baltimore-based unit aren’t disclosed, it is part of Citigroup’s local consumer-lending group, which lost $10.5 billion last year. Citigroup said June 1 that CitiFinancial also will close 330 U.S. branches and cut 500 to 600 jobs under the strategy. “That clear line of sight to profitability, it’s an important feature for potential buyers,” McDowell said on the call. “Once this strategy has been fully implemented, the full- service branch network will immediately return to profitability.” Citigroup spokeswoman Shannon Bell declined to comment further. CitiFinancial North America, which also includes branches in Canada and Puerto Rico, may be worth $3.6 billion once the delinquent loans are pushed out, Rochdale Securities analyst Richard Bove wrote in a report yesterday. Citigroup has already written down many of the loans, Bove said. ‘Make It Attractive’ “What you’re trying to do is sell whatever you can sell,” Bove said in an interview. “If you kept the bad loans inside CitiFinancial, you couldn’t sell CitiFinancial. So you had to take it out, restructure the business, make it attractive.” McDowell said on the call that while “there’s been a lot of interest in our business from potential buyers,” few companies can afford to carry a balance sheet as large as CitiFinancial’s. New York-based Citigroup funds the business mainly from its $1.02 billion of non-deposit borrowings , which come from debt markets and other institutional lenders. “One of the things we consistently hear is that our business is too large,” McDowell said. Shrinking the unit “increases the pool of potential buyers.” A plan to rename CitiFinancial with an “independent brand name” may also make it more appealing, she said. The rebranding, which probably won’t be completed until early next year, will reflect the eventual separation from Citigroup, she said. “By addressing this proactively rather than waiting for someone else to do something when we’re sold, I think we increase the value of the franchise,” she said. Pandit is “not going to sell it if the price isn’t right,” McDowell said. To contact the reporter on this story: Bradley Keoun in New York at bkeoun@bloomberg.net .

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Citi U.S. Consumer Unit to Show Profit by Shifting Loans, Closing Branches

June 3, 2010

By Bradley Keoun June 3 (Bloomberg) — Citigroup Inc. ’s plan to shift bad loans to a new division from its U.S. consumer-finance business will make the remaining network profitable, said Mary McDowell , chief executive officer of the CitiFinancial unit. The “streamlined” branch network will serve 1.6 million customers and manage $18 billion of loans and other receivables, or about 70 percent of the current total, McDowell told employees on a June 1 conference call. The network will be profitable when excluding losses on $8 billion of receivables being moved to a new CitiFinancial division specializing in loan modifications, she said. Citigroup is carving up CitiFinancial to attract buyers 17 months after CEO Vikram Pandit , 53, tagged it for sale. While results for the Baltimore-based unit aren’t disclosed, it is part of Citigroup’s local consumer-lending group, which lost $10.5 billion last year. Citigroup said June 1 that CitiFinancial also will close 330 U.S. branches and cut 500 to 600 jobs under the strategy. “That clear line of sight to profitability, it’s an important feature for potential buyers,” McDowell said on the call. “Once this strategy has been fully implemented, the full- service branch network will immediately return to profitability.” Citigroup spokeswoman Shannon Bell declined to comment further. CitiFinancial North America, which also includes branches in Canada and Puerto Rico, may be worth $3.6 billion once the delinquent loans are pushed out, Rochdale Securities analyst Richard Bove wrote in a report yesterday. Citigroup has already written down many of the loans, Bove said. ‘Make It Attractive’ “What you’re trying to do is sell whatever you can sell,” Bove said in an interview. “If you kept the bad loans inside CitiFinancial, you couldn’t sell CitiFinancial. So you had to take it out, restructure the business, make it attractive.” McDowell said on the call that while “there’s been a lot of interest in our business from potential buyers,” few companies can afford to carry a balance sheet as large as CitiFinancial’s. New York-based Citigroup funds the business mainly from its $1.02 billion of non-deposit borrowings , which come from debt markets and other institutional lenders. “One of the things we consistently hear is that our business is too large,” McDowell said. Shrinking the unit “increases the pool of potential buyers.” A plan to rename CitiFinancial with an “independent brand name” may also make it more appealing, she said. The rebranding, which probably won’t be completed until early next year, will reflect the eventual separation from Citigroup, she said. “By addressing this proactively rather than waiting for someone else to do something when we’re sold, I think we increase the value of the franchise,” she said. Pandit is “not going to sell it if the price isn’t right,” McDowell said. To contact the reporter on this story: Bradley Keoun in New York at bkeoun@bloomberg.net .

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Deutsche Bank Hires Bob Keller From Jefferies to Run a Credit-Trading Team

May 25, 2010

By Shannon D. Harrington May 25 (Bloomberg) — Deutsche Bank AG , Europe’s biggest investment bank by revenue, is hiring former Merrill Lynch & Co. trader Bob Keller as managing director to head a team of corporate credit traders. Keller, who spent nine years at Merrill before working one year at Jefferies & Co. as a company bond trader, will be based in New York and report to Masaya Okoshi , head of investment- grade credit trading in the Americas, the Frankfurt-based bank said today in an e-mailed statement. Deutsche Bank is bolstering teams that trade bonds and credit derivatives after investors moved record amounts of cash into bond funds the past year. Flows into global bond funds have averaged $1.2 billion a week since the start of 2009’s second quarter, research firm EPFR Global in Cambridge, Massachusetts, said in a May 20 report. Keller will head a group that trades the bonds and credit derivatives of utilities, oil and gas companies, said Nicholas Pappas , the co-head of flow credit trading in the Americas at Deutsche Bank in New York. “He’s very well known with real-money accounts,” Pappas said today in an interview, referring to money managers such as mutual funds that, unlike hedge funds, tend not to use borrowed money when investing. Deutsche Bank said last week it’s building an electronic trading system for U.S. corporate bonds to extend its credit business to individuals from the institutional investors it now focuses on. The bank hired HSBC Holdings Plc trader Jason Locke to start offering electronic trading of U.S. corporate bonds to customers in the Asia-Pacific region, it said in a May 17 statement. Sean George , a managing director who trades U.S. corporate bonds in New York, will manage the electronic trading effort from the U.S. To contact the reporter on this story: Shannon D. Harrington in New York at sharrington6@bloomberg.net

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Voyager Hires Will McMaster and Announces Expansion of Corporate Access Program Into Denver and Salt Lake City

May 12, 2010

COLUMBUS, OH–(Marketwire – May 12, 2010) – Voyager Institutional Services today announced that Will McMaster has joined Voyager as Regional Vice President. McMaster will manage the expansion of Voyager’s corporate access program into Denver and Salt Lake City. He comes to Voyager after five years of Institutional Equity Research Sales for Sidoti & Co. where he serviced institutional clients in Colorado, Utah and California.

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U.S. Stock Futures Gain After Europe Prepares $645 Billion Emergency Fund

May 9, 2010

By Jeff Kearns May 9 (Bloomberg) — Standard & Poor’s 500 Index futures advanced on speculation an emergency loan fund to bail out debt- laden European countries will keep the region’s credit crisis from spreading. June contracts on the S&P 500 increased 1.5 percent to 1,123 at 7:32 p.m. in New York, while Dow Jones Industrial Average futures climbed 1.2 percent. U.S. stocks fell the most in 14 months last week , erasing their 2010 advance, as concern about Greece’s finances and a breakdown in U.S. market systems spurred the most volatile trading in a quarter century. Stocks around the world have been battered this month amid concern European leaders won’t do enough to keep indebted nations from defaulting. Finance ministers moved today toward agreement to make 440 billion euros ($570 billion) available for emergency lending with 60 billion euros more from the EU’s budget, according to three officials at the talks in Brussels. An additional, unspecified sum may come from the International Monetary Fund, the officials said. “The positive is that everyone’s working together,” said Chris Rich , head options strategist at JonesTrading Institutional Services LLC in Chicago. “The market’s responding well to this, and it may fix things for now.” European stocks tumbled the most in 18 months last week. A measure of bank stocks slumped the most since March 2009. Bond yields surged across the region’s southern periphery, threatening to undermine the single currency. May 6 Rout Waves of electronic selling helped push the Dow Jones Industrial Average down as much as 9.2 percent on May 6, the biggest drop since the crash of 1987, before paring losses. The VIX, the benchmark index for U.S. stock options, surged 86 percent to 40.95 for the biggest weekly gain in its history. The selloff “was a warning sign that things are not as great as they think,” said Stephen Davis , a portfolio manager at Alpine Woods Capital Investors LLC, which oversees $7 billion in Purchase, New York. “I don’t think it means you need to panic, but you need to think about the stocks you’re holding and why.” Concern about Europe’s debt overshadowed the biggest jump for U.S. payrolls in four years. The increase of 290,000 jobs exceeded the median estimate of economists surveyed by Bloomberg News, led by gains in private employment that indicate the economy is weaning itself from government support. The jobless rate rose to 9.9 percent from 9.7 percent as thousands of jobseekers entered the workforce. To contact the reporters on this story: Jeff Kearns in New York at jkearns3@bloomberg.net ;

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Five Lipper Awards For J.P. Morgan Funds

March 26, 2010

New York (HedgeCo.net) – J.P. Morgan Funds, the mutual fund arm of J.P. Morgan Asset Management has been recognized by Lipper as a best performer in five categories. “These awards clearly demonstrate the strength of our investment capabilities across all asset classes during a very challenging market cycle and over the long-term,” said George Gatch, President and CEO of J.P. Morgan Funds. 5 Year Performance JP Morgan Core Bond Fund, Select ranked 1st out of 57 funds in the U.S. Government Funds category. With $14.7 billion in assets, this fund is managed by Douglas Swanson. JP Morgan Research Market Neutral Fund, Institutional ranked 1st out of 23 funds in the Equity Market Neutral category. With $818 million in assets, this fund is managed by Terance Chen. 3 Year Performance JP Morgan Core Bond Fund, Ultra ranked 1st out of 63 funds in the Intermediate U.S. Government Funds. With $14.7 billion in assets, this fund is managed by Douglas Swanson. JP Morgan SmartRetirement 2020 Fund, Institutional ranked 1st out of 109 funds in the Mixed-Asset Target 2020 Funds category. With $405 million in assets, this fund is managed by the J.P. Morgan Global Multi-Assets Group, with Anne Lester as senior portfolio manager. JP Morgan SmartRetirement 2030 Fund, Institutional ranked 1st out of 106 funds in the Mixed-Asset Target 2030 category. With $358 million in assets, this fund is managed by the J.P. Morgan Global Multi-Assets Group, with Anne Lester as senior portfolio manager. J.P. Morgan Funds had a very strong year in 2009, ranking 3rd in inflows for all U.S. mutual fund companies, and is the 4th largest mutual fund firm in the U.S., with $445 billion in assets under management (as of 12/31/2009). It offers over 100 mutual fund products across the full range of asset classes, as well as separately managed accounts and retirement products. Editing by Alex Akesson For HedgeCo.net alex@hedgeco.net HedgeCo.Net is a premier hedge fund database and community for qualified and accredited investors only. Membership in HedgeCo.net is FREE and EASY. We also offer FREE LISTINGS for Hedge Funds ! Tags: HedgeCo News , Success Stories Related posts No related posts.

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Citigroup to Double Team Helping on Institutional Hedge Fund Investments

March 21, 2010

By Bei Hu March 22 (Bloomberg) — Citigroup Inc. , the bank 27 percent owned by the U.S. government, plans to double the size of a team helping pension and government-backed funds manage direct hedge fund investments, said Nick Roe , its global prime finance head. The targeted increase of the now 30-person consulting team may be completed within 18 to 24 months, London-based Roe said in an interview in Hong Kong on March 19. Asia may get a disproportionate number of the additions as the bank expands the services from Europe and the U.S. to the region, he added. The global hedge fund industry is likely to have its first annual net capital inflow this year since the financial crisis hit in 2007. Pensions, sovereign wealth funds and foundations, which are emerging as the largest allocators, may increasingly bypass the traditional fund-of-funds investing for more direct investment in hedge funds, increasing demand for services to help manage their holdings. “We see it as one of the major growth areas for us,” said Roe. “The pension funds, the institutional asset market are going directly to hedge funds. It was the reverse of what the investor profile was two years ago.” Pension, sovereign wealth funds and foundations overtook endowments and funds-of-funds targeting wealthy individuals as the largest source of capital for hedge funds, Morgan Stanley said in a November report. Funds-of-funds were among the hardest hit by redemptions after some had invested with Bernard Madoff, the U.S. financier serving a 150-year prison sentence for running the biggest Ponzi scheme in history. Family offices have been slower to reinvest the money they withdrew from hedge funds in the last two years as they are still smarting from their losses in 2008, Roe said. Capital Inflow Hedge funds globally may draw $222 billion of additional capital this year, bringing industry assets to $1.72 trillion, said a Deutsche Bank AG survey of investors released last week. Morgan Stanley forecast industry assets to grow 13 percent this year to $1.75 trillion, with new capital contributing 5 percent and investment profits the rest, said a report dated March 16. Citigroup was approached two years ago by ATP, Denmark’s largest pension fund, which hired a team of former Goldman Sachs Group Inc. employees to develop a proprietary trading team. The bank is now expanding the one-stop services, including trade clearing, fund valuation, custody, financing and maintaining managed accounts for such institutional investors to Asia. The services enable them to build in-house hedge fund teams or directly allocate to external fund managers, Roe said. In Asia, Citigroup sees potential demand for the services from Australia’s superannuation funds and big investment companies in Singapore, said Hannah Goodwin , regional head of prime finance. Asia Expansion Temasek Holdings Pte , the state-owned Singapore investment company, set up a wholly owned global investment firm to manage billions of dollars of absolute return investments ranging from stocks to bonds. Citigroup’s prime finance consulting team assesses how technology has to be tailored to meet an institutional client’s investment need, Roe said. It also helps established fund managers grow their businesses, he said. Citigroup expanded its overall Asia prime finance team by six people since December to about 60 employees, said Goodwin. “We will be adding around 10 percent headcount to the team in the coming year in Asia-Pacific to support our growth,” she added. Forty-five percent of investors in the Deutsche Bank survey said they would add investments in funds focusing on Asia outside of Japan this year, contrasting with 18 percent in 2009. New capital from investors now underweight Asia and seeking to boost their returns may increase the region’s hedge fund assets to $150 billion by year-end, from between $120 billion and $130 billion now, Harvey Twomey , Hong Kong-based head of Deutsche Bank’s Asia-Pacific prime finance institutional client group, said last week. To contact the reporter on this story: Bei Hu in Hong Kong at bhu5@bloomberg.net

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Institutional Investor Magazine Names Toll Brothers to Its 2010 All-America Executive Team

February 9, 2010

HORSHAM, Pa., Feb. 9, 2010 (GLOBE NEWSWIRE) — Toll Brothers, Inc. (NYSE:TOL), (www.tollbrothers.com), the nation’s leading builder of luxury homes, today announced that Institutional Investor has ranked Toll Brothers’ chairman and chief executive officer Robert I. Toll as the top CEO in the Homebuilders & Building Products industry for the third year in a row, chief financial officer Joel H. Rassman as the top CFO within the Homebuilders & Building Products industry for the fifth year in a row, Toll Brothers as the company with the “Best Investor Relations” for the Homebuilders & Building Products industry for the second year in a row and Frederick Cooper, Senior Vice President Finance, International Development and Investor Relations, as the top Investor Relations professional within the Homebuilders & Building Products industry. Institutional Investor went on to name Toll Brothers as the 2010 All-America Executive Team for the Homebuilders & Building Products industry.

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John Paulson Gold Fund Is Said to Decline 14% in January, Its First Month

February 5, 2010

By Katherine Burton Feb. 5 (Bloomberg) — Hedge-fund billionaire John Paulson ’s gold fund lost 14 percent in January, its first month of operation, two investors said. The fund invests in mining companies and bullion-related derivatives, according to the investors, who asked not to be named because the fund is private. Paulson’s $32 billion Paulson & Co., based in New York, bought gold companies in its other funds as well as bullion rose about 24 percent in 2009. Gold futures fell to a three-month low of $1,044.50 in New York today as the dollar’s rally reduced demand for the precious metal as an alternative investment. Paulson, 54, is the largest investor in the fund with a $250 million personal stake, the people said. He started the fund as a long-term bet that gold will rise. Investors can’t exit the fund for three years. Paulson earned an estimated $2 billion in 2008, according to Institutional Investor’s Alpha Magazine. His Credit Opportunities Fund soared almost sixfold in 2007 on bets that subprime mortgages, or loans made to homeowners with bad credit, would plummet. Armel Leslie , a spokesman for the firm, declined to comment. To contact the reporter on this story: Katherine Burton in New York at kburton@bloomberg.net

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Francois Trahan Resigns as ISI’s Chief Investment Strategist, E-Mail Says

February 2, 2010

By Lynn Thomasson Feb. 2 (Bloomberg) — Francois Trahan , whose stock market forecasts earned him the top ranking at least five times in Institutional Investor’s annual survey, resigned as chief investment strategist for ISI Group Inc., according to an e-mail sent to the firm’s clients. Trahan, 40, joined the New York-based brokerage and research provider in 2007 from Bear Stearns Cos. He was hired by Bear Stearns in 2002 and previously worked for Brown Brothers Harriman & Co. and Ned Davis Research Group. Trahan is “considering a number of options both professionally and personally,” Ed Hyman , economist and chairman of ISI, wrote in the e-mail. “ISI is one of the top research shops out there,” said Richard Lipstein , a managing director at Boyden Global Executive Search Ltd. of New York. “He could create a similar company or go back to a larger firm. Now that hiring has started, he might find himself in greater demand.” Trahan, who was also an executive managing director of ISI, told investors in a May 4 report to avoid acting on the Wall Street adage of “sell in May and go away.” He estimated the Standard & Poor’s 500 Index would keep rising as the economy strengthened. The U.S. equity benchmark then rallied every month until October and has jumped 63 percent since March 9. ‘More Receptive’ “There are nascent signs of improvement in sentiment towards equities and investors appear more receptive to the bullish thesis,” he wrote in a report posted on ISI’s Web site. “We still foresee further upside in stocks over the course of the year.” Trahan was too optimistic about 2009, saying in October 2008 that the S&P 500 would climb to 1,300 by Dec. 31. Instead, it ended last year at 1,115.10, or 14 percent lower than his projection. The 11 Wall Street strategists tracked by Bloomberg News were more accurate with their average estimate of 1,056. Research from ISI’s Jeff deGraaf , the top-rated technical analyst in Institutional Investor magazine’s annual poll the past five years, will be the focus of the company’s general market forecasts for now, according to Hyman’s e-mail. U.S. stocks will probably drop in the first quarter before rebounding to post an almost 10 percent gain for all of 2010, deGraaf said in an interview last month. The S&P 500 has fallen 3.1 percent since then. To contact the reporter on this story: Lynn Thomasson in New York at lthomasson@bloomberg.net .

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Video: Whalen Discusses Obama’s Proposal to Limit Bank Trading: Video

January 22, 2010

Jan. 22 (Bloomberg) — Christopher Whalen, managing director of Institutional Risk Analytics, talks with Bloomberg’s Erik Schatzker and Deirdre Bolton about President Barack Obama’s proposals to restrict banks’ size and trading activities. Whalen also discusses the outlook for regulatory overhaul legislation and the impact on the financial-services industry. (This is an excerpt of the full interview. Source: Bloomberg)

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Three Cheers For Move Your Money

January 6, 2010

Dennis Santiago of Institutional Risk Analytics reports that in the first seven days of the joint IRA/Huffington Post/Roosevelt Institute Move Your Money campaign, about 340,000 people searched 16,631 zip codes to find community banks in their neighborhoods that are rated healthy by IRA. Well, maybe not 340,000 people–340,000 searches. I know I searched the 02130 zip code twice yesterday, so that skewed things

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Dollar’s Advance Imperils S&P 500 Index, Bartels Says: Technical Analysis

December 8, 2009

By Rita Nazareth Dec. 8 (Bloomberg) — The dollar’s biggest rally since January signaled losses for the Standard & Poor’s 500 Index , according to Mary Ann Bartels at Bank of America Corp. The Dollar Index , which tracks the currency against those of six major U.S. trading partners, had the biggest gain in 11 months on Dec. 4 and rose above its average level from the prior 50 days to close last week at 75.911. Bartels, who studies charts to make forecasts, said the gauge may now reach 76.82, a level last reached on Nov. 3. It has lost the most since 1986 in the past nine months. “The U.S. dollar is bottoming,” Bartels, ranked second among technical analysts in Institutional Investor magazine’s 2009 survey, said in an interview yesterday. “It appears to be the most unloved asset class and sentiment is grossly oversold. A stronger dollar should be negative for stocks.” The U.S. currency index has dropped 15 percent from the three-year high reached in March on speculation the Federal Reserve would be slow to raise interest costs. The S&P 500 has surged 63 percent to 1,103.25 from its 12-year low on March 9 on signs the economy is improving. The biggest U.S. stocks have beaten the smallest this quarter as the dollar’s decline sends investors to companies with the most business in international markets. The S&P 100 Index has risen 4.9 percent compared with the 0.1 percent gain by the S&P SmallCap 600 Index. Companies in the measures have median values of $40.3 billion and $586.7 million, respectively. Bartels said that the currency rally could make the S&P 500 decline to 1,084. Should the “bears win,” the benchmark for U.S. stocks could drop to its 50-day moving average, which was 1,079.16 at yesterday’s close, and then sink to 1,000, she said. “There’s this tug of war between the bulls and bears, and the dollar could be key as to which direction the market breaks,” Bartels said. Technical analysts use price charts to forecast resistance levels, or ceilings restricting further price increases, and support levels, or floors limiting declines. A drop below support is a harbinger of losses. To contact the reporter on this story: Rita Nazareth in New York at rnazareth@bloomberg.net .

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Morgan Stanley’s Gorman Said to Have Kelleher, Taubman Run Securities Unit

December 8, 2009

By Christine Harper Dec. 8 (Bloomberg) — Morgan Stanley’s James Gorman , set to be promoted to chief executive officer at year’s end, may unveil management changes including a new role for Chief Financial Officer Colm Kelleher , said a person familiar with the matter. Kelleher, 52, would be co-head of the institutional- securities business with Paul Taubman , the 48-year-old chief of investment banking, according to the person, who declined to be identified because the plans aren’t public. Gorman, the co-president who is taking over the CEO role from John Mack , would be installing his own team of people at the New York-based firm. The Financial Times reported the possible changes earlier today. Morgan Stanley , the second-biggest U.S. securities firm behind Goldman Sachs Group Inc. before both companies converted to banks, combined its retail-brokerage division with Citigroup Inc.’s Smith Barney earlier this year. The deal, hatched by Gorman, sharpens a focus on providing individuals with investment advice. Kelleher, who has worked at Morgan Stanley since 1989, held management positions in fixed income and global capital markets before becoming CFO in 2007. Taubman, who started his career at the firm in 1982, helped make Morgan Stanley the No. 1 adviser on global mergers and acquisitions this year, according to data compiled by Bloomberg. Mark Lake , a spokesman for Morgan Stanley, declined to comment. Kelleher and Taubman didn’t respond to requests for comment. Institutional securities, which includes mergers and acquisitions, underwriting and sales and trading, has lagged behind Goldman Sachs this year. The company is hiring 400 employees for sales and trading. Gorman, 51, is likely to remain president after becoming CEO, according to the person familiar with the matter. Walid Chammah , the 55-year-old co-president with Gorman, is giving up that role and keeping his other position of chairman of Morgan Stanley International in London. To contact the reporter on this story: Christine Harper in New York at charper@bloomberg.net .

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