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In today’s edition, we look at the troubles brewing at New York Community Bank and whether they coul͏‌  ͏‌  ͏‌  ͏‌  ͏‌  ͏‌ 
 
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February 8, 2024
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Business

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Liz Hoffman
Liz Hoffman

Hi, and welcome back to Semafor Business.

Sometimes the business world gets in trouble by assuming the next crisis will play out like the last one. Sometimes it gets in trouble by forgetting the last crisis entirely. That’s where we are right now with U.S. banks.

With another lender on the ropes, the smart money isn’t sure whether this is a recurrence of a problem we thought we’d fixed last spring — and thus needs a similar, though ideally more competent, response from regulators — or something more idiosyncratic, tied to the weirdness of New York City’s rent-control market.

The answer matters a lot. Last spring’s bank failures complicated the Federal Reserve’s efforts to close the monetary spigot and shrink its balance sheet. That’s now back on track. Misreading the troubles at New York Community Bank could threaten the soft landing that Powell & Co. look all but certain now to pull off.

Also in today’s newsletter: trains, planes, and alleged fraudomobiles, Bill Ackman’s Main Street play, and Carlyle’s new bogeys.

Buy/Sell

➚ BUY: Trucks. Prices rose for the first time in 19 months. Retailers are restocking after a busy holiday season, buoyed by a sharp rise in how consumers are feeling about the economy. A surge in train heists may also be moving more cargo to the road.

⇌ HOLD: Ships. Maersk shares plunged after it warned of a “difficult” time for carriers, with fading pandemic demand for goods and costly reroutes around the Red Sea. For those bold enough to make that trip, though, it’s getting cheaper to sail through the Suez Canal. Blame China’s quieting factories.

➘ SELL: Hindenburg. A year after accusations of fraud by short-seller Hindenburg Research shaved billions off his conglomerate’s stock price, Bloomberg’s billionaire tracker has the Indian industrialist back at $100 billion, good for 12th in the world. (Adani has denied the allegations.)

Reuters/Amit Dave
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The Tape

The green billionaires behind Biden’s LNG pause… Uber turns its first annual profit… SoftBank’s Vision Fund lives… China’s deflation problem… Saudis tap Citi, Goldman for Aramco share sale… Fed’s Kashkari sees at least two cuts this year… Disney counters Nelson Peltz with Taylor Swift… Baby bust is bad for diapers

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Liz Hoffman

Banks are wobbling again

THE SCENE

Almost a year after the failure of three midsized U.S. banks sparked an industry crisis, investors and regulators are once again bracing for turmoil among regional lenders, this time due to rising defaults in commercial mortgages.

The tipping point may be a Long Island lender, New York Community Bank, that reported major losses on its real-estate loans last week. NYCB’s share price has dropped 60%, dragging stocks of other regional banks down with it in an uneasy echo of last spring, when the government was forced to throw emergency lifelines to keep the system from toppling.

NYCB was initially a benefactor of those failures, scooping up Signature Bank last year after it was shut down by regulators following a run on deposits.

KNOW MORE

The culprit now is commercial real-estate debt, which is souring quickly as landlords face higher interest rates than they can afford and tenants, after nearly four years of half-full offices, are cutting their leases.

And while the U.S. banking system is increasingly dominated by a handful of national giants, commercial mortgages are still the province of regional lenders.

Commercial mortgages account for, on average, 3% of the assets at the 10 biggest banks in the country. At the next 150 banks, it’s almost 20%. Local banks routinely have half of their customers’ deposits tied up in mortgages for office buildings, hotels, and malls.

By NYCB’s own account, 44% of its entire loan book is mortgages to apartment complexes, half of that to rent-stabilized units whose landlords are struggling mightily as their own costs rise.

The deposits these banks rely on are a flight risk because more of them exceed the government’s $250,000-per-account insurance limit. As we saw last spring, uninsured deposits are the first to go, which can quickly leave banks insolvent.

LIZ’S VIEW

This is more concerning than what happened last spring. The problem then was a handful of banks doing something they weren’t really supposed to be doing at all (buying a lot of long-dated bonds) and doing it stupidly (not protecting themselves from the financial hit of swiftly rising interest rates.) Not great, but easy enough to blame on greedy management and flat-footed regulators.

The banks in trouble now got there by doing exactly what they were supposed to do and doing it badly. We don’t need banks to own a lot of Treasury bonds — individuals can do that for themselves — but we do need them to finance New York City office buildings and solar farms and startup businesses.

Put another way, the banks that collapsed last spring mostly failed because the pandemic caused a lot of things to happen that had never happened before. Savings accounts swelled, inflation skyrocketed, and the U.S. Federal Reserve raised interest rates at a record pace. Silicon Valley Bank basically misjudged Fed Chair Jerome Powell.

But banks like NYCB are now teetering because they misjudged their own borrowers, and either made loans to businesses that weren’t creditworthy or didn’t charge them enough interest to compensate for the risk. That’s the basic job of a bank, and gives this turmoil a more uneasy flavor than last time.

One other note: There’s also a real risk of embarrassment here for regulators, who deemed NYCB strong enough to buy the remains of another failed bank last spring. For Moody’s to find “multi-faceted financial, risk-management and governance challenges” just a few months later isn’t a good look for regulators.

ROOM FOR DISAGREEMENT

Banks fail because they can’t sell assets quickly enough, and there’s likely to be ample demand — at steep discounts of course, but looming insolvency resets expectations quickly — for troubled bank loans. Private-equity firms were sitting on $550 billion of real-estate funds as of June 30, the latest data tracked by Preqin.

There’s also a chance this is more idiosyncratic. Banks have bucked apocalyptic predictions about collapsing margins. The profits they make between what they pay for deposits and what they earn on loans has held surprisingly steady, and the number of banks on the FDIC’s watch list is near record lows.

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Evidence

Carlyle set new financial targets yesterday as CEO Harvey Schwartz, now a year into the job, is trying to catch up to rivals by getting in on an industry trend: highlighting the growth of Carlyle’s fee-related earnings.

Not every dollar that private-equity firms like Carlyle make is equal. They collect steady fees on the money they manage and keep a slice of any investment profits. PwC figures shareholders value the former three times higher than the latter, which can be lumpy and, as now, are hurt by higher debt costs.

By highlighting what they charge for managing money, as opposed to how well they manage it, firms can put shareholders at ease with more reliable revenue. In turn, they can dole more of the fund’s profit bucket to employees, which makes everybody happy. Carlyle just did that, setting aside $1.1 billion of fund “carry” for insiders.

Those rivals all manage more money than Carlyle’s $426 billion, which is why Schwartz has set another bogey for 2024: a fundraising target of $40 billion.

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What We’re Tracking
Shahar Azran/Getty Images

WeSpoke?: Adam Neumann is trying to buy WeWork out of bankruptcy and said yesterday that he had money from investor Dan Loeb, who quickly clarified that he had talked to Neumann but hadn’t committed to anything. Neumann’s greatest gift has always been making money appear. His second-greatest gift has been making it disappear, raising questions about whether he’s the right steward for a company that’s never turned a profit.

How do you like him now: Bill Ackman is raising a fund aimed at U.S. retail investors, looking to use his newfound Main Street popularity and 1.2 million followers on X (400,000 of them new since October) to rebuild his diminished investment empire. As a sweetener, it won’t charge fees for the first year. It’s an American version of his Amsterdam-listed fund, which has never completely won over investors and trades at a steep discount to the portfolio of stocks it owns.

Cutting edge: Five Silicon Valley investors put more than $3 billion into Chinese companies whose technology allegedly aids the Chinese military, government surveillance efforts, and human-rights abuses, according to a U.S. congressional report out this morning. Investments by Sequoia, Qualcomm’s in-house venture arm, and others aren’t illegal, the House committee said, but are helping to fund Xi Jinping’s “Great Wall of steel,” a military-techno-industrial complex to remake Chinese nationalism and, critics contend, suppress ethnic minorities.

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Obsessions

TikTok, Mr. Spiegel: Late last year, it looked like Snap had finally figured out ad revenue and in-app shopping but now… not so much. The existential threat posed by TikTok forced CEO Evan Spiegel to cut costs, focus on ads, and boost e-commerce features, and it worked for a while.

But that winning streak ended this week after Snap missed big on growth targets.

Investors realized that while Spiegel survived being stalked by Instagram, he might not be as lucky with TikTok (and that doesn’t include the exploding drones). This may be the last-last chance for a company with a shaky track record on execution. —Thornton

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