May 31 2019

The recent decisions by the FCA to fine UBS and Goldman Sachs £27.6 million and £34.3 million for transaction reporting failures going back to November 2007 and HBOS for its failure to inform the regulator of its suspicions that fraud was occurring in its Impaired Assets team – again in 2007 – is a reminder that the failings of long ago still have bite.  All three firms will doubtless be relieved to put these investigations, finally, behind them.  Systems changes will have been made, extensive remediation measures taken, training given and few, if any, of the people involved will still be in the organisations.  Sighs of relief all round.  After all, the past is another country.  They did things differently then.

And yet, 12 years from the events in question to enforcement is a generation, probably two, in City terms.  There will be people now starting their banking careers who were in short trousers when these events were happening.  It will be all too easy for them to think that there is little for them to learn from what went on in these cases.  After all, haven’t all the lessons already been learnt?  They would be wrong.

For those training the next generation, the challenge is to make the lessons to be learnt from these past cases real for people working today – if the same dismal cycle is not to be repeated in future.  Perhaps too the FCA might realise that the pursuit of perfection in their investigations risks making their ultimate outcomes little more than historical accounts of past misdeeds rather than a quick sharp reminder to those involved and their contemporaries of the perils of not taking their obligations seriously.  Delaying justice for too long risks not just denying it but blunting its wider impact.

Photo by DAVIDCOHEN on Unsplash

March 31 2019

In the week in which Lyft, a company which has never made a profit, whose losses rose by 32% to nearly one billion in 2018 and which, according to its management, will not make a profit in the near-term, was listed with an initial valuation of $2.3 billion with its shares rising by 8.7% on the first day (giving it a market capitalisation of $22.4 billion, almost as much as Chrysler), we learnt a bit more about two other former stars of the business world.

First, London Capital & Finance (LCF).  Perhaps not a star but starry enough – at least superficially – to persuade about 12,000 unsophisticated ordinary savers to put £230 million of their savings into fixed-rate bonds (which they thought eligible for ISAs) providing returns well above those available elsewhere. In reality, the bonds were high risk and not eligible for ISAs, were not regulated investments and the money went into a number of ventures run by persons connected to those behind LCF.  The administrators are now, inevitably, probing what happened and where the money went. But this week investors were told that the administrators were having difficulty locating the assets allegedly acquired with the money, the chances of there being any recovery were low and, to add insult to injury, while investors lost money “through no fault of their own”, there was no basis for any compensation from either the FCA or the FSCS.  The investors fell into the gaps between firms regulated to provide financial advice, which LCF was, and firms regulated to sell bonds, which LCF was not.

The moral of this sad story is an old one: if something looks too good to be true, stay away.  

Still, those savers might well wonder what one of the FCA’s statutory objectives – protecting consumers – actually means when LCF was able to operate in the way it did in full view of the regulators without anyone taking any effective action to protect those consumers.  The plethora of inquiries now taking place – by administrators, the SFO, the National Audit Office and possibly also the Financial Reporting Council – are not likely to provide those savers with much comfort.

Now to Theranos– a company which no longer exists but which is having a lucrative after-life in a book, documentary, podcast and rumoured Hollywood film.  Its story is now well-known: a student leaves Stanford with a brilliant idea which will revolutionize health care (no more nasty needles taking blood – just a teeny pinprick), raises oodles and oodles of money, has a Board consisting of the great and the good (Dr Kissinger, George Schultz), appears on stage with Bill Clinton, is co-opted onto an advisory panel by President Obama, and is fêted as one of the first and youngest and prettiest female Silicon Valley billionaires. What could possibly go wrong?

Well, pretty much the most important thing: the product Theranos was selling did not work. Having an idea is great.  Selling an idea knowing that the reality does not match it: not so great.  Criminal charges have been laid.  We will see whether this was self-delusion and a failed business or something very much worse.  Still, one of the striking facts which has come out is that a lot of very experienced, very rich business people – people as far removed from ordinary savers as it is possible to be – failed to do the most elementary due diligence or ask basic questions, not even for an audited financial statement.

Maybe they were happy to take a risk without more.  Or maybe, like those hopeful savers putting their money and hopes into LCF, they believed in what they hoped would be true, they believed the story, ignored the facts and/or didn’t ask obvious questions.  Any similarities to investors in Lyft are, one hopes, purely coincidental.

Photo by Raul Cacho Oses on Unsplash

February 28 2019

One of the financial sector’s characteristics is a short memory.  After about 5-7 years memories, particularly of tough times, begin to fade. New joiners bring their enthusiasm and keenness to do new deals, develop new structures, explore new possibilities. Blockchains, ever more complex algorithms, AI, new paradigms: all are being created and expanded. The future’s exciting. So the surfeit of scandals which came to light following the financial crisis a decade ago are beginning to sound like stories from a forgotten age, interesting but no longer really relevant to now, let alone the bright new future.

And then, from the other side of the world, comes this – a searing report (a Royal Commission, no less) into misbehaviour in Australian banks, to remind us, once again, that – in the words of an official with the US’s Financial Crimes Enforcement Network back in 2013 – “large amounts of money sometimes bring out the worst in people.”

(As an Australian might put it: “You don’t say!”)

The report followed a year-long public inquiry into the culture and practices within Australian banking and revealed shocking, widespread and systemic examples of the sort of misbehaviour with which we have become so familiar.

• Rewards for misconduct: the focus of all the institutions, whether banks, mortgage brokers, insurance firms, intermediaries was on selling, as much as possible for as high a fee as possible, regardless whether this was in the customer’s best interests.  In some cases, non-existent services were provided to dead people for years.
• It will come as no surprise that this arose from badly skewed incentives. Or greed, of both the individuals and the institutions, as the Report says, bluntly and refreshingly.  
• Firms abused their superior knowledge to mislead and defraud customers.  Conflicts of interest were ignored.  Individuals did what they could not what they should.
• When customers complained, staff were trained to lie to them, even when compensation was paid; deliberate actions were conveniently and misleadingly described as an “administrative error”.
• Firms lied to and misled regulators, often for years on end.  Nor were these the actions of junior staff but of senior management who felt no compunction about noting down in internal correspondence how to keep information from regulators and prevent any proper scrutiny of their actions.
• Regulators were weak and did not hold those who misbehaved to account, even when they became aware of them.

500 pages set out in blistering detail a sorry tale of greed, fraud, lies, poor leadership, contempt for customers and a systematically rotten culture.  The usual action is, of course, now being taken: resignations, new leadership, building a good culture, training, new legislation, enforcement, litigation and so forth. 

Two points in particular are worth noting:

1. These scandals did not happen in investment banking but in retail institutions, those dealing every day with ordinary consumers, the very people who need trustworthy and reliable financial services, who had a right to trust their providers and who were so badly let down.
2. The banking sector in Australia is one of the most profitable in the world: 2.9% of Australia’s GDP.  Compare this to the US share of 1.2% and 0.9% in the UK.  The pre-tax profits of Australia’s banks are 6^thin the world even though it is only the world’s 13^th largest economy and its population only 25 million.  Little wonder that they thought they could do no wrong.

When sectors / institutions start thinking of themselves as indispensable (“look at our profits, our tax revenues”), when finance forgets that it is a service industry, there to serve others not itself, when banking is seen as a product to be sold rather than as a long-term relationship to be nurtured, then hubris and the sorts of behaviours seen in Australia, as well as elsewhere, will happen.  

The Australian report is a salutary reminder that the old stories still have much to teach us.  

Photo by Jamie Davies on Unsplash