It feels virtuous every so often to take glance over at the triparty repo market. You get a nice dose of horrified vertigo and then go back to your life and don’t think about it for a while and that always feels better. Now is a good time to get back to it, what with continued worrying about money-market funds – a core player in the market – and two interesting things this week about triparty repo: this testimony from Matthew Eichner of the Fed to a Senate subcommittee, and this report from Fitch.
Here is how I imagine triparty repo:
- A bunch of money market funds and other cash investors keep $1.8 billion of cash at JPMorgan and Bank of New York Mellon, the “clearing banks” in the triparty system.
- A bunch of securities dealers keep a pile of securities – worth, on a good day, more than $1.8bn – to JPM and BoNY Mellon.
- The dealers need money to fund those securities, because what are they going to do, pay for them themselves?
- Every afternoon, the cash investors and the securities dealers frantically negotiate which dealers swap their securities (at negotiated haircuts) for which cash investors’ cash.
- Every night, the cash sleeps in the (notional) arms of the securities dealers, while the securities (and a promise to buy them back in the morning) sleep in the (notional) arms of the cash investors.
- Every morning, the cash wakes up and springs from the dealers’ beds back into the waiting arms of the cash investors, and vice versa etc.
- Which means that the dealers need to borrow cash to be able to give it back to the investors. Where do they get the money?
- Well, from JPMorgan or BoNY.
- Where do JPM and BoNY get the money?
- Well, from deposits.
- Whose deposits?
- Well, the deposits of the cash investors.
More or less, right? Read more »
Li’l Dimons started receiving numbers today. Read more »
One silly thing to think about JPMorgan’s executive reshuffling announced today is “fuck you Sandy Weill!” Before today JPMorgan looked a bit like a loose confederation of financial services businesses, including in particular three different institutional units: the Global Corporate Bank, a bank that lends money to companies, the Investment Bank, an investment bank that does mergers and trades securities, and Treasury & Securities Services, which I think of as sort of a meta-bank that offers big companies checking accounts and safe deposit boxes but, like, bigger. Now all of those things are being combined into the Corporate & Investment Bank, irrevocably mixing corporate (good!) and investment (bad!) banking into one unholy mess seasoned liberally with credit default swaps. The combination will sadden anyone with any hopes of bringing back Glass-Steagall, but it’s paying dividends for JPMorgan already, as the C&IB “will be looking to our global leaders to help implement strategy and deliver top-line synergies, while optimizing the model across all functions in the regions,” a masterpiece of jargon that I doubt any of its businesses could have managed on their own.
“Top-line synergies” of course means that now when you open a cash management account with former TSS you get not a toaster but a meeting in which you’re pitched on a loan from the former corporate bank and a potential M&A deal opportunity with the former investment bank, and vice versa mutatis mutandis if you instead enter JPMorgan through the lending or advisory or trading doors. Because the goal is not merely for JPMorgan to do all of the financial-services functions that some people think should be separated from each other, but for JPMorgan to do all of those functions for all of the clients in the world, because some people just don’t worry that much about “too big to fail.” Read more »
Jefferies set aside $870 million in the first six months of its fiscal year, enough to pay its 3,809 employees an average of $228,407. Goldman Sachs set aside $225,789 for each of its 32,300 workers. Average pay for the 26,553 people in JPMorgan’s investment bank was $184,989, or at least 18 percent less than Jefferies’s and Goldman Sachs’s reported figures. It was 10 percent less than both in fiscal 2011…Goldman Sachs, run by Chief Executive Officer Lloyd C. Blankfein, 57, includes consultants and temporary staff when reporting headcount. Jefferies, which has been luring talent from larger rivals to expand in the wake of 2008’s credit crisis, tallies only full-time workers in its disclosures. Jefferies’s reported headcount would expand by 10 percent to 15 percent if the firm included temporary workers, said a person with direct knowledge of the figures who requested anonymity because the information isn’t public. While that would place the firm’s average pay per employee below Goldman Sachs’s, it still exceeds JPMorgan’s and Morgan Stanley’s. [Bloomberg]
JPMorgan’s chief investment office has lost $5.8 billion on the trades so far, and that figure may grow by $1.7 billion in a worst-case scenario, Dimon, the bank’s chairman and chief executive officer, said today. [Bloomberg, related]
JPMorgan Chase & Co. (NYSE: JPM) today reported that it will restate its previously-filed interim financial statements for the first quarter of 2012. The restatement will have no effect on total earnings or revenues for the company year-to-date.*
The restatement announced today will reduce the firm’s previously-reported net income for the 2012 first quarter by $459 million. The restatement relates to valuations of certain positions in the synthetic credit portfolio in the firm’s Chief Investment Office (CIO).
The restatement is fascinating, and Dimon is proud of it: “This is what the SEC chairwoman herself would have done if she had seen all the same facts at the same time.” Okay! But she probably wouldn’t have done this: Read more »