WEBVTT - John Mack on Banking Risks

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<v Speaker 1>So, John Mack in your book Up Close and All End,

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<v Speaker 1>you talk about your experience with Morgan Stanley, but also

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<v Speaker 1>a Credit Suite. Right, you had a period of time

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<v Speaker 1>running Credit Suez. You're pretty explicit about some challenges that

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<v Speaker 1>they had a Credit Swees when you were there. Now

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<v Speaker 1>we have Credit Sweets that basically is going out of business,

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<v Speaker 1>going to merge with ubs. What is it about Credit

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<v Speaker 1>Suite that has given them so much difficulty? Oh more

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<v Speaker 1>so much time? Well, I think the transition from being

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<v Speaker 1>a Swiss private bank to a publicly held bank, that

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<v Speaker 1>the rules and reporting have changed. I mean the Swiss banks.

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<v Speaker 1>I remember years ago when I was there, you could

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<v Speaker 1>go down in their vaults. He would see pieces of

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<v Speaker 1>art locked up, things like that, And I think they

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<v Speaker 1>had a real advantage of bank secrecy. They had a

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<v Speaker 1>lot of people around the world who wanted to be protected.

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<v Speaker 1>We put money in there and knowing it would be

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<v Speaker 1>secure or safe and secretive. And the world's changed, and

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<v Speaker 1>that's what they're dealing with because they need to change

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<v Speaker 1>with it. Were you trying to change Credit Swie affair

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<v Speaker 1>amount when you were there and you made a friend

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<v Speaker 1>of changes, but the board didn't always like it. I

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<v Speaker 1>mean they said they had some choice words for you,

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<v Speaker 1>like arrogant. You had some choice words for them as well. Yeah,

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<v Speaker 1>they said I'm the most arrogant person they ever met.

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<v Speaker 1>And I said that the stupidest people I've ever dealt with.

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<v Speaker 1>So we had a great relationship. As soon as my

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<v Speaker 1>contract was up, they shot me. So it was fine.

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<v Speaker 1>But when when you say stupid, what didn't they get

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<v Speaker 1>from your point of view? I mean, you've spent a

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<v Speaker 1>lifetime in banking, you know, banking. What didn't they understand?

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<v Speaker 1>You need to build financial service business built on trust

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<v Speaker 1>and built on not hiding money or putting money in

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<v Speaker 1>different spots. But you need to be opened. You need

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<v Speaker 1>to give a return on the investments or the assets

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<v Speaker 1>someone gives you, and just having bank secrecy is not enough.

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<v Speaker 1>And I don't think they got that. And for years

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<v Speaker 1>the Swiss was a haven for people all over the

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<v Speaker 1>world who wanted to put money away. They did and

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<v Speaker 1>you know, for those who are putting the money in,

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<v Speaker 1>it made a lot of sense. But long term, I

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<v Speaker 1>think it really helped hurt the Swiss banks in a

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<v Speaker 1>competitive way. They weren't as competitive they should have been,

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<v Speaker 1>and they're great banks. They just needed to open up

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<v Speaker 1>a vault a little more and not be so secretive.

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<v Speaker 1>It looks like it we're in for a new era

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<v Speaker 1>now as UBS is slated to take over credit swies

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<v Speaker 1>to purchase at a bargain rate, and Calm Color, somebody

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<v Speaker 1>you know well worked for you, is going to take

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<v Speaker 1>it over. What do you expect Calm Color and UBS

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<v Speaker 1>to do with credit Swies? Well, I think they'll look

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<v Speaker 1>number one or are They're overlaps and there'll be a

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<v Speaker 1>lot of overlaps, and you want to get the best

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<v Speaker 1>people from each institution and still have those lines of businesses,

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<v Speaker 1>but with a better rolodecks of who are the talent

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<v Speaker 1>to people into the two banks. So I see it

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<v Speaker 1>business as usual. But I think it will be a

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<v Speaker 1>smaller institution when they put them together, and I think

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<v Speaker 1>they will focus on performance, not just bank secrecy. You've

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<v Speaker 1>spent a lifetime managing risk, knowing when to take it

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<v Speaker 1>when not to take it right, Well, is it likely

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<v Speaker 1>they'll take less risk? Already? We've had calm callers said

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<v Speaker 1>we want to cut back on the investment bank. We're

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<v Speaker 1>not as interested investment bank. Would you expect to sort

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<v Speaker 1>the sort of profile the bank to shift. Yeah, I do,

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<v Speaker 1>but I think that's universal. I think the big banks

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<v Speaker 1>who've had big trading positions and taken a lot of risk,

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<v Speaker 1>I think they've all dilled that back, and clearly the

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<v Speaker 1>Swiss is going to do that now. When I was there,

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<v Speaker 1>it was first Boston was their investment bank, and the

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<v Speaker 1>amount of risk that we took was really out of

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<v Speaker 1>proportion what we should have been doing. So I think

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<v Speaker 1>all the banks are focused a lot more on risk.

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<v Speaker 1>I think their regulators are better at defining and seeing

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<v Speaker 1>the risk. But I think banks have to maintain confidence

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<v Speaker 1>in their institution, and when you have big swings, when

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<v Speaker 1>you take a huge loss on some risk position, it

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<v Speaker 1>hurts their credibility and it hurts the trust that people

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<v Speaker 1>have in them. So I think most of these banks

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<v Speaker 1>are going to be much more conservative and the risk

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<v Speaker 1>they take, which brings us back to the United States

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<v Speaker 1>to some extent, we have our own problems with banks

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<v Speaker 1>right in the United States, starting with Silicon Valley Bank

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<v Speaker 1>going beyond that. At the same time, is this similar

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<v Speaker 1>to what you saw in twenty eight, two and nine,

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<v Speaker 1>again you were running Morgan Stanley. The banks, including Morgan

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<v Speaker 1>Stanley had taken a lot of risk on there's a

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<v Speaker 1>lot of leverage in the respect retrospect didn't work out

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<v Speaker 1>so well. Do we have a similar issue now, you know, David,

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<v Speaker 1>I don't think so. I think the banking issue at

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<v Speaker 1>Silicon Bank is pretty straightforward. What they were doing, who

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<v Speaker 1>they were underwriting, who they were lending money to. I

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<v Speaker 1>think you go back to the crisis here in New

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<v Speaker 1>York and the markets we're really volatile. We were just

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<v Speaker 1>taking market risk. We were not taking tremendous credit risk,

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<v Speaker 1>either with companies or with individuals. So when you look

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<v Speaker 1>at Wall Street back then, a lot of our risker

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<v Speaker 1>and government securities and just loading up the balance sheet

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<v Speaker 1>saying there's making a bet on interest rates, not on credit.

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<v Speaker 1>So I think the difference today is the credit risk,

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<v Speaker 1>not so much the interest rate risk. But we have

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<v Speaker 1>interest rate risk now all the time. They have interest

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<v Speaker 1>rate risk well, and the feed is meeting just this

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<v Speaker 1>week and it's we don't know if it's going to

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<v Speaker 1>raise rates again or not. There are a lot of institutions,

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<v Speaker 1>banks as well as the corporations that maybe have based

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<v Speaker 1>their whole theory on low interest rates forever, which we're

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<v Speaker 1>not going to have. So how much risk is there

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<v Speaker 1>in terms of interest rate risk in the system, do

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<v Speaker 1>you think? I don't think as much as we've seen

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<v Speaker 1>in the past. I mean I don't. I just don't

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<v Speaker 1>see banks, and again I've been retired for a while.

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<v Speaker 1>I don't see them taking all that kind of risk

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<v Speaker 1>to try to get earnings up. They're all always that

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<v Speaker 1>it's going to be a risk in the marketplace. There's

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<v Speaker 1>always interest rate risk. But I think all the banks

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<v Speaker 1>are much more discipline and the kind of risk they want.

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<v Speaker 1>I also think the Federal Reserve and regulators are much

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<v Speaker 1>more astute at looking at these balance sheets and the

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<v Speaker 1>risk they're taking. The risk should be in helping build businesses,

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<v Speaker 1>not speculating in the market. If you want to speculate

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<v Speaker 1>in the market, divine or define a certain amount of

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<v Speaker 1>capital you want to put on the trading desk and

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<v Speaker 1>take a risk that way. But in the risk of

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<v Speaker 1>making these big loans and taking a lot of exposure

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<v Speaker 1>if the markets change in these companies, I think that

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<v Speaker 1>has really been dialed back. Is the big banking business

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<v Speaker 1>in it says as interesting as it was when you

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<v Speaker 1>were in it. In this sense, a lot of the

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<v Speaker 1>business is going into credit. The prior to credit. Now

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<v Speaker 1>it's gone out from the regulatory part right, and the

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<v Speaker 1>big money center banks, as you say, have gotten a

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<v Speaker 1>lot more conservative. You built a career actually and taking risk. Yeah,

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<v Speaker 1>some would argue we took too much risk, and thank

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<v Speaker 1>God for the Chinese and the Japanese who helped us

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<v Speaker 1>get through all that. Yeah. I think given the crisis

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<v Speaker 1>that we all went through years ago, I think bank

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<v Speaker 1>boards are much more astute, much more involved, and I

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<v Speaker 1>think the CEOs and treasures of the institutions are really

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<v Speaker 1>concerned about how much risk are we taking and how

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<v Speaker 1>much can we afford? John famous story in your book

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<v Speaker 1>Up Close and All End actually is when you had

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<v Speaker 1>Tim Geitner and Hank Paulson and Ben Burnanky on the

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<v Speaker 1>phone saying you got to sell to Jamie Diamond as

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<v Speaker 1>I recall at a discount price, and you stood up

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<v Speaker 1>to them. There are some bank leaders right now having

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<v Speaker 1>similar conversations in Switzerland, in Washington with bank regulators. How

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<v Speaker 1>did you have the courage it was required to stand

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<v Speaker 1>up to Hank Poulson and Tim Geitner. Well, I guess

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<v Speaker 1>the courage came from if we had listened to them.

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<v Speaker 1>Morgan Stanley wouldn't exist now, and my gut feel was

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<v Speaker 1>that we were going to get through this. I believe

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<v Speaker 1>that Japanese We're going to put money in. We had

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<v Speaker 1>a great relationship with the Japanese and that came from

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<v Speaker 1>years of doing business in Japan and we used to

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<v Speaker 1>bring in When I joined Morgan Stanley, there were always

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<v Speaker 1>two to five Japanese employees of the banks from Japan

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<v Speaker 1>as trainees, and the Japanese had remembered the culture and

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<v Speaker 1>they really adopted the culture. And when we were in trouble,

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<v Speaker 1>the reason the Japanese stepped up they knew our culture.

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<v Speaker 1>And God bless the founding partners of Morgan Stanley of

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<v Speaker 1>having that kind of relationship and the foresight to bring

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<v Speaker 1>people from all over the world, but especially from China

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<v Speaker 1>and from Japan to see the culture. How we manager is,

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<v Speaker 1>how we built a business, how we built relationships, and

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<v Speaker 1>the Japanese clearly had a lot of respect for that

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<v Speaker 1>and admiration for it. So that's why they stood up

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<v Speaker 1>and said, we'll put the money in. How would the

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<v Speaker 1>world of look, the financial world look different if, in fact,

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<v Speaker 1>JP Morgan had bought Morgan Stanley and you didn't have

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<v Speaker 1>a Morganstown anymore. What would it have meant for the

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<v Speaker 1>overall economy and the financial world. Well, look, I think

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<v Speaker 1>to have broad based investment banking community gives you better ideas,

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<v Speaker 1>creative ideas, and also it dissipates risk over a much

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<v Speaker 1>larger platform. So I think concentration too much concentrations a negative.

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<v Speaker 1>And if we'd have lost Morgan Stanley and I remember

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<v Speaker 1>Paulson colony and saying Saint John, you got to hang

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<v Speaker 1>on because if you go down, we're right behind you,

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<v Speaker 1>and it would have eroded. I think the investment banking business,

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<v Speaker 1>which I believe really diversifies risk, also is very creative,

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<v Speaker 1>a global business, and I think helps liquidity in the market.

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<v Speaker 1>Plus also hiring a lot of people who do really

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<v Speaker 1>well and helping companies. So it would have been a

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<v Speaker 1>disaster if we had gone down, and I think it

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<v Speaker 1>would have been a domino effect. And thank God for

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<v Speaker 1>Hank Paulson. And when you talk about heroes, Hank Paulson's

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<v Speaker 1>a hero. He really stood up. When you talk about

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<v Speaker 1>hiring people, You've made it clear in your book that

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<v Speaker 1>people are really what it's all about. Getting the right

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<v Speaker 1>people getting the right places. You have a couple that

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<v Speaker 1>you had working for you, we're gone on. We have,

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<v Speaker 1>of course James Gorman running Morgan Stanley, who's done a

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<v Speaker 1>pretty good job by all the great job, and Calm

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<v Speaker 1>Color now who's back in the spotlight running Ubs, which

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<v Speaker 1>is going to take over credit Sueez. What do you

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<v Speaker 1>think about Calm Color as a leader? I think as

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<v Speaker 1>a first class leader. Clearly he's very smart, and I

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<v Speaker 1>think working together through the crisis, it showed that he

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<v Speaker 1>was able to keep his financial team on board. In

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<v Speaker 1>other words, people were close to panicking and he calmed

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<v Speaker 1>them down. And I gave him a little bit of

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<v Speaker 1>help on that, but he did it. Says a natural leader,

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<v Speaker 1>and I think he's a natural for what he's going

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<v Speaker 1>to do in Switzerland. Finally, what does it take to

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<v Speaker 1>become in the middle of a crisis? You didn't with

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<v Speaker 1>respect to the pressure, but Morgan stun You just talk

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<v Speaker 1>about Colm Color hurt in the crisis. You were there

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<v Speaker 1>and in some really difficult times. What separates the people

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<v Speaker 1>who can handle that from the ones who can't? I

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<v Speaker 1>want to say stupidity. I knew if I cracked, they

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<v Speaker 1>all cracked. So I had to put on a face

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<v Speaker 1>that you know, I'll never forget Tom, and I'd say

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<v Speaker 1>to me, you know, you act like nothing's going on. Well,

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<v Speaker 1>what they didn't know I was shut my office door

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<v Speaker 1>and just try to pull myself together. Couldn't. I couldn't

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<v Speaker 1>show the stress of fear that we were under. And

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<v Speaker 1>I'll never forget Colin, Christie my wife and saying, Christie,

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<v Speaker 1>I don't know if I can get this done. And

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<v Speaker 1>you turn to people you can trust and people who

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<v Speaker 1>know you well and people who are not going to leak. Oh, guy,

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<v Speaker 1>John Mack is really frightened about the crisis. And for me,

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<v Speaker 1>the best person was Christie. And then I had other

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<v Speaker 1>people like Tom Knigs, who's a close friend, various stute,

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<v Speaker 1>and he was one of the few people who would

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<v Speaker 1>constantly come to my office and say, stupid, you can't

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<v Speaker 1>do that, and you need someone to put a mirror

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<v Speaker 1>in front of you and challenging. Tom did that. Colin

0:11:40.120 --> 0:11:45.240
<v Speaker 1>did that. And I had great talent and James Gorman

0:11:45.360 --> 0:11:50.800
<v Speaker 1>was unbelievable and so cool given what we were going through.

0:11:51.440 --> 0:11:55.200
<v Speaker 1>So the leadership team remained very calm, and I you know,

0:11:55.200 --> 0:11:59.439
<v Speaker 1>I give Tom Knigs credit I give Colum credit, Gorman credit,

0:12:00.080 --> 0:12:03.319
<v Speaker 1>and I just listened to the people out there in

0:12:03.360 --> 0:12:05.880
<v Speaker 1>the business. If they did say, John, you need to

0:12:05.880 --> 0:12:08.920
<v Speaker 1>get on a plane and fly to London, I was gone.

0:12:09.440 --> 0:12:11.040
<v Speaker 1>I would do whatever they asked me to do. They

0:12:11.080 --> 0:12:14.800
<v Speaker 1>were more in contact with people and issues than I was,

0:12:15.280 --> 0:12:18.319
<v Speaker 1>and also made it a point to be seen. I'd

0:12:18.320 --> 0:12:21.040
<v Speaker 1>get out and walk the trading floor, walk investment banking floor,

0:12:21.559 --> 0:12:23.440
<v Speaker 1>and people looked at me. I'd be joking on the

0:12:23.480 --> 0:12:26.200
<v Speaker 1>trading floor. They'd say it cut. Max seems to be

0:12:26.240 --> 0:12:29.480
<v Speaker 1>really relaxed about this, and it kind of let some

0:12:29.559 --> 0:12:31.600
<v Speaker 1>of their air out of tension, just kind of went

0:12:31.600 --> 0:12:33.200
<v Speaker 1>out of their bodies and they said, no, we're going

0:12:33.280 --> 0:12:37.120
<v Speaker 1>to be all right. And you know, I really believed

0:12:37.120 --> 0:12:39.240
<v Speaker 1>we weren't going to be all right, and the worst

0:12:39.280 --> 0:12:41.600
<v Speaker 1>thing we could have done was panicked, and we didn't.

0:12:41.960 --> 0:12:44.240
<v Speaker 1>And I had a team in place, is starting with

0:12:44.280 --> 0:12:47.600
<v Speaker 1>people like Tom Nds and James Gorman and Colum callaher

0:12:48.040 --> 0:12:50.360
<v Speaker 1>who really got us through that. So I was lucky

0:12:50.840 --> 0:12:53.200
<v Speaker 1>in many ways that it wasn't me. It was the

0:12:53.240 --> 0:12:54.600
<v Speaker 1>team that's who got us through it.