Why I Left Goldman Sachs, Chapter Three: "My Alleged Competition"

In the ping pong game of life, even your most trusted blade can't swat away an opponent with super-sized balls.---Unknown On Monday morning, Grand Central Publishing will release Why I Left Goldman Sachs: A Wall Street Story, a memoir penned by former Goldman employee Greg Smith, based on his op-ed for the New York Times entitled, "Why I Am Leaving Goldman Sachs." When Smith's piece came out last March, few if any senior executives inside the bank were pleased, in part because it came as a total shock. No one at Goldman had known Smith was planning to have his resignation letter printed in the paper. No one had known he had issues with the firm's supposedly new and singular focus on making money at all costs. No one, at least at the top, even knew who Greg was. Obviously all this left the bank at a competitive disadvantage in terms of fighting back and for the time being, Smith appeared to be handing Goldman its ass. Getting cocky, even. Perhaps thinking to himself, "When all of this is over, I could be named the new CEO of Goldman Sachs."  As anyone who has ever won a bronze medal in ping-pong at the Maccabiah Games will tell you, however, winners are determined by best of threes. And that anyone going to to the table with Goldman Sachs should be prepared for things to get ugly. Which is why it should not have come as a surprise that after getting hydrated, regrouping, and coming up with a plan of attack, Goldman kicked off round two with a delightfully bitchy, exceptionally underminery comment to the press re: Smith's tale being no more interesting than that of a disgruntled first-year analyst who thinks he's got a story to tell and then followed it up with a leak of Greg's less than flattering performance reviews to the Financial Times. What probably did come as a surprise, however, was today's breathtakingly aggressive Bloomberg piece re: Mr. Smith wherein: * He's described as a petulant child with unrealistic expectations for his career advancement * It's suggested, by saying outright, that his op-ed complaints about the firm were nothing more than him having "an axe to grind" on account of not advancing beyond vice-president, as demonstrated by the fact that as of 2010, he was happy with the firm, wanted to become a managing director and had no intention of leaving * People are left to connect the dots re: Smith and lady bosses ("Goldman Sachs put a different managing director in charge of Smith as it considered giving him a sales job. The report says he 'found the transition difficult and considered the female MD who ran the desk a peer at not his boss") Relatedly, as we head into the final game of the set with a tie score, the following is a tremendous anecdote from Chapter 3 of Why I Left Goldman Sachs involving an actual game of ping-pong, John Whitehead's Business Principles, and the lessons one learns as a first-year at GS about allowing a client to enjoy the sweet taste of victory despite knowing full-well you could wipe the floor with him or her and bring home the gold, if you so chose. After hearing of my past sports success, Rudy immediately fired off an e-mail to Ted Simpson, saying "Springbok will be representing the New York desk at the Ping-Pong tournament." Simpson wrote back: "Who's Springbok?" In response, Rudy e-mailed him a photograph of a springbok, the actual animal. You had to be there, but I thought it was hilarious. So I flew to Boston on Goldman's tab-- the justification being that while there, I could meet with Prakash and talk Israeli tech stocks-- and met Ted Simpson. […] The backstory of the annual Goldman Sachs Ping-Pong Tournament, Ted told me, was that the same guy, an Indian portfolio manager from Putnam, had won it five years in a row, and that winning the tournament was the highlight of the guy's year. But from the moment I walked into Jillian's- a pleasure palace replete with free-flowing alcohol, spicy chicken wings, bowling alleys, plasma TVs, and dozens of Foosball, pool and table tennis tables-- and saw my alleged competition practicing, I knew he didn't have a chance against me. I'm not trying to brag. But competitive table tennis, like every sport, has its levels. Any number of internationally ranked players could have (and had) made mincemeat out of me, yet simply put, the Putnam portfolio manager (let's call him PPM) and I were not in the same league. I was confident he wouldn't be able to return my serve, and if it came to a rally, he wouldn't be prepared for the kind of sever spins I could put on the ball. I could see he was a very good basement player, nothing more. I could have beaten him in my sleep. The tournament draw was posted. Thirty-two people, and PPM was seeded number one. Since the organizers knew I was good, I was the number two seed. Play began. I was rusty-- I'd been working such long hours since joining Goldman that I'd barely picked up a paddle-- but soon I remembered my form. And nobody gave me a serious challenge. PPM and I plowed through our halves of the draw, heading toward an inevitable confrontation. I watched a couple of his matches. PPM's opponents were easy pickings: recreational players dressed in jeans and polo shirts. And PPM, looking very professional in his special sneakers and running shorts, T-shirt, and headband, was mopping them up. Of course he'd brought his own paddle-- a serious player would never show up without his own stick. And of course I'd brought along my trusty Donic Appelgren blade, red on one side, black on the other. Ted Simpson and I were looking on as PPM took down another player. "So what are we thinking here?" I asked Ted. "I"m going to meet this guy in the final, and if play properly, I'm going to beat him twenty-one to two. What' the right course of action?" Ted looked thoughtful. "Well," he said after a moment, "this guy is one of our biggest clients; he takes this stuff really seriously." At that moment, PPM whaled away at a forehand that just clipped the table edge and skipped off, unreturnable; he raised his arms in victory. "We need to make it a close game," Ted said. "Get some good rallies going." I told Ted I had been thinking along the same lines. That I should beat PPM, because it was obvious I could beat him, but that I should keep it close. Not embarrass him. I knew how to do that, I said. You just make a few unforced errors here and there. "Hmm," Ted said. "You have a different idea?" I asked. "Well, the guy is one of our biggest clients," he repeated, givingme a significant look. "You're suggesting--?" "Maybe," he said. And then: "Watch for my signal." I gave Ted a look-- he was smiling-- and took my Donic out of its case. The match began. A crowd had gathered to watch us play. Everybody was having fun-- except for my opponent, who was taking the match very seriously. When I won a few points in the early going, I could see him getting upset. So I eased up. I could have really turned on the heat, hit some crazy shots past him that would have whizzed by his ear-- but I didn't. My whole plan was to keep the ball in play. To give the crowd a good show, instead of slicing the ball back when PPM smashed it at me, I would lob it up for him so he could smash it again. Smash, lob. Smash, lob. Oohs and has from the onlookers. After three or four exchanges like this, I'd either hit it into the net or give PPM such an easy pop-up that he could make a legitimate put-away on me. I was letting him show off for his fellow clients a little bit. He loved it. The matches were best two out of three, and my plan was to squeak out a win in the second game, then maybe win by just a little more in the third. But when I was ahead 15 to 12 in the second, Ted Simpson caught my eye. He gave a little shake of the head, and then, using his left hand as a shield, gave me a quick thumbs-down with his right. I'm quite sure nobody but Ted and I knew what was going on. I nodded. After all, wasn't putting the client first number one of John Whitehead's 14 Business Principles? The Putnam portfolio manger was very magnanimous in victory-- as i was in defeat. Greg Smith Quit Goldman Sachs After 'Unrealistic' Pitch For $1M [Bloomberg] Earlier: Greg Smith: Goldman Sachs Interns Taught Harsh But Important Lessons By Demanding But Affable Managing Directors; What Else Does Goldman Sachs Have In Store For Greg Smith?; Goldman Sachs Unimpressed By Sophomoric Writing Efforts Of Former Employee; Resignation Letter Reveals Goldman Sachs Is In The Business Of Making Money, Hires People Who Don’t Know How To Tie Their Shoes; Jewish Ping-Pong Tournament Participant / Sixth-Year Goldman Sachs Vice President Is Looking For His Next Challenge; Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred
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In the ping pong game of life, even your most trusted blade can't swat away an opponent with super-sized balls.---Unknown

On Monday morning, Grand Central Publishing will release Why I Left Goldman Sachs: A Wall Street Story, a memoir penned by former Goldman employee Greg Smith, based on his op-ed for the New York Times entitled, "Why I Am Leaving Goldman Sachs." When Smith's piece came out last March, few if any senior executives inside the bank were pleased, in part because it came as a total shock. No one at Goldman had known Smith was planning to have his resignation letter printed in the paper. No one had known he had issues with the firm's supposedly new and singular focus on making money at all costs. No one, at least at the top, even knew who Greg was. Obviously all this left the bank at a competitive disadvantage in terms of fighting back and for the time being, Smith appeared to be handing Goldman its ass. Getting cocky, even. Perhaps thinking to himself, "When all of this is over, I could be named the new CEO of Goldman Sachs." As anyone who has ever won a bronze medal in ping-pong at the Maccabiah Games will tell you, however, winners are determined by best of threes. And that anyone going to to the table with Goldman Sachs should be prepared for things to get ugly.

Which is why it should not have come as a surprise that after getting hydrated, regrouping, and coming up with a plan of attack, Goldman kicked off round two with a delightfully bitchy, exceptionally underminery comment to the press re: Smith's tale being no more interesting than that of a disgruntled first-year analyst who thinks he's got a story to tell and then followed it up with a leak of Greg's less than flattering performance reviews to the Financial Times. What probably did come as a surprise, however, was today's hilariously aggressive Bloomberg article re: Mr. Smith wherein:

* He's described as a petulant child with unrealistic expectations for his career advancement

* It's suggested, by saying outright, that his op-ed complaints about the firm were nothing more than him having "an axe to grind" on account of not advancing beyond vice-president, as demonstrated by the fact that as of 2010, he was happy with the firm, wanted to become a managing director and had no intention of leaving

* People are left to connect the dots re: Smith and lady bosses ("Goldman Sachs put a different managing director in charge of Smith as it considered giving him a sales job. The report says he 'found the transition difficult' and considered the female MD who ran the desk a peer at not his boss")

Anyway, as we head into the final game of the set with a tie score, the following is a tremendous anecdote from Chapter 3 of Why I Left Goldman Sachs involving an actual game of ping-pong, John Whitehead's Business Principles, and the lessons one learns as a first-year at GS about the importance of throwing a match to a client despite knowing full-well you could wipe the floor with him or her (and thinking you were sent to Boston to do just that), if you so chose. 

After hearing of my past sports success, Rudy immediately fired off an e-mail to Ted Simpson, saying "Springbok will be representing the New York desk at the Ping-Pong tournament."

Simpson wrote back: "Who's Springbok?"

In response, Rudy e-mailed him a photograph of a springbok, the actual animal. You had to be there, but I thought it was hilarious.

So I flew to Boston on Goldman's tab-- the justification being that while there, I could meet with Prakash and talk Israeli tech stocks-- and met Ted Simpson.

[…]

The backstory of the annual Goldman Sachs Ping-Pong Tournament, Ted told me, was that the same guy, an Indian portfolio manager from Putnam, had won it five years in a row, and that winning the tournament was the highlight of the guy's year. But from the moment I walked into Jillian's- a pleasure palace replete with free-flowing alcohol, spicy chicken wings, bowling alleys, plasma TVs, and dozens of Foosball, pool and table tennis tables-- and saw my alleged competition practicing, I knew he didn't have a chance against me.

I'm not trying to brag. But competitive table tennis, like every sport, has its levels. Any number of internationally ranked players could have (and had) made mincemeat out of me, yet simply put, the Putnam portfolio manager (let's call him PPM) and I were not in the same league. I was confident he wouldn't be able to return my serve, and if it came to a rally, he wouldn't be prepared for the kind of sever spins I could put on the ball. I could see he was a very good basement player, nothing more. I could have beaten him in my sleep.

The tournament draw was posted. Thirty-two people, and PPM was seeded number one. Since the organizers knew I was good, I was the number two seed. Play began.

I was rusty-- I'd been working such long hours since joining Goldman that I'd barely picked up a paddle-- but soon I remembered my form. And nobody gave me a serious challenge. PPM and I plowed through our halves of the draw, heading toward an inevitable confrontation. I watched a couple of his matches. PPM's opponents were easy pickings: recreational players dressed in jeans and polo shirts. And PPM, looking very professional in his special sneakers and running shorts, T-shirt, and headband, was mopping them up. Of course he'd brought his own paddle-- a serious player would never show up without his own stick. And of course I'd brought along my trusty Donic Appelgren blade, red on one side, black on the other.

Ted Simpson and I were looking on as PPM took down another player. "So what are we thinking here?" I asked Ted. "I"m going to meet this guy in the final, and if play properly, I'm going to beat him twenty-one to two. What' the right course of action?"

Ted looked thoughtful. "Well," he said after a moment, "this guy is one of our biggest clients; he takes this stuff really seriously." At that moment, PPM whaled away at a forehand that just clipped the table edge and skipped off, unreturnable; he raised his arms in victory. "We need to make it a close game," Ted said. "Get some good rallies going."

I told Ted I had been thinking along the same lines. That I should beat PPM, because it was obvious I could beat him, but that I should keep it close. Not embarrass him. I knew how to do that, I said. You just make a few unforced errors here and there.

"Hmm," Ted said.

"You have a different idea?" I asked.

"Well, the guy is one of our biggest clients," he repeated, giving me a significant look.

"You're suggesting--?"

"Maybe," he said. And then: "Watch for my signal."

I gave Ted a look-- he was smiling-- and took my Donic out of its case.

The match began. A crowd had gathered to watch us play. Everybody was having fun-- except for my opponent, who was taking the match very seriously. When I won a few points in the early going, I could see him getting upset.

So I eased up. I could have really turned on the heat, hit some crazy shots past him that would have whizzed by his ear-- but I didn't. My whole plan was to keep the ball in play. To give the crowd a good show, instead of slicing the ball back when PPM smashed it at me, I would lob it up for him so he could smash it again. Smash, lob. Smash, lob. Oohs and has from the onlookers. After three or four exchanges like this, I'd either hit it into the net or give PPM such an easy pop-up that he could make a legitimate put-away on me. I was letting him show off for his fellow clients a little bit. He loved it.

The matches were best two out of three, and my plan was to squeak out a win in the second game, then maybe win by just a little more in the third. But when I was ahead 15 to 12 in the second, Ted Simpson caught my eye. He gave a little shake of the head, and then, using his left hand as a shield, gave me a quick thumbs-down with his right. I'm quite sure nobody but Ted and I knew what was going on. I nodded. After all, wasn't putting the client first number one of John Whitehead's 14 Business Principles?

The Putnam portfolio manger was very magnanimous in victory-- as i was in defeat.

Greg Smith Quit Goldman Sachs After 'Unrealistic' Pitch For $1M [Bloomberg]

Earlier: Greg Smith: Goldman Sachs Interns Taught Harsh But Important Lessons By Demanding But Affable Managing Directors;What Else Does Goldman Sachs Have In Store For Greg Smith?;Goldman Sachs Unimpressed By Sophomoric Writing Efforts Of Former Employee;Resignation Letter Reveals Goldman Sachs Is In The Business Of Making Money, Hires People Who Don’t Know How To Tie Their Shoes;Jewish Ping-Pong Tournament Participant / Sixth-Year Goldman Sachs Vice President Is Looking For His Next Challenge;Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred

Related

Goldman Sachs Can Fix This

A week ago today, a man named Greg Smith resigned from Goldman Sachs. As a sort of exit interview, Smith explained his reasons for departing the firm in a New York Times Op-Ed entitled "Why I Am Leaving Goldman Sachs." The equity derivatives VP wrote that Goldman had "veered so far from the place I joined right out of college that I can no longer in good conscience say I identify with what it stands for." Smith went on to note that whereas the Goldman of today is "just about making money," the Goldman he knew as a young pup "revolved around teamwork, integrity, a spirit of humility, and always doing right by our clients." It was a culture that made him "love working for the firm" and its absence had stripped him of "pride and belief" he once held in the place. While claiming that Goldman Sachs has become virtually unrecognizable from the institution founded by Marcus (Goldman) and Samuel (Sachs), which put clients ahead of its own interests, is hardly a new argument, there was something about Smith's words that gave readers a moment's pause. He was so deeply distraught over the differences between the Goldman of 2012 and the Goldman of 2000 (when he was hired) that suggested...more. That he'd seen things. Things that had made an imprint on his soul. Things that he couldn't forget. Things that he held up in his heart for how Goldman should be and things that made it all the more difficult to ignore when it failed to live up to that ideal. Things like this:

What Else Does Goldman Sachs Have In Store For Greg Smith?

As you may have heard, eleven short days from now Grand Central Publishing will release Why I Left Goldman Sachs: A Wall Street Story. The book is the memoir of former Goldman employee Greg Smith, who in March of last year penned an op-ed for the New York Times called "Why I Am Leaving Goldman Sachs," a resignation letter of sorts in which Smith detailed the ways the firm had disappointed, sickened, and ultimately failed him, from opting for "shortcuts" over "achievement" to becoming, in the twelve years he worked there, a place that only cares about one thing and one thing only: "making money." While perhaps another person would have turned a blind eye and said nothing, Greg had an obligation, as a Rhodes Scholar national finalist and a Maccabiah Games bronze medal finisher in ping-pong, to say ENOUGH. To violate his employer in the most gruesome fashion possible (that is, publicly), in front of clients and other interested parties. To let the world know this place he worked at for over a decade could continue to be a criminal enterprise but that he was moving on. The piece, as you might have imagined, did not please many people at Goldman Sachs nor did the $1.5 million deal Smith scored shortly thereafter to write the book. In September, a spokesman for the firm issued a delightfully bitchy, exceptionally underminey comment to the press re: Smith's tale being no more interesting than that of a disgruntled first-year analyst who thinks he's got a story to tell and yesterday, amazingly and almost unbelievably but you must believe it because here it is, leaked details of Greg's performance reviews to the Financial Times which, spoiler alert, are less than flattering. Two people who managed Mr Smith said he was a solid performer but did not merit promotion to managing director, a distinction he apparently sought in 2009 and 2010. They also said he reacted badly to his bonus award in January this year. At the time one of his managers wrote in an email: “Greg Smith off the charts unrealistic, thinks he shld trade at multiples. We told him there’s v little tolerance for reactions like that and he needs to tone it down.” Ignoring for a moment that the manager quoted sounds like one of those horrible people who oh so cleverly discusses humans as financial assets, and has probably told people "I'm short Greg Smith" in the past, is this strategic attack on a former employee not the most wonderful thing to come out of GS since Hank Paulson used voicemail to apologize for telling 80 percent of the firm they were worthless pieces of crap not worthy of cleaning the lining of his birds' cages? Particularly because they maintain he is so insignificant they've barely given him or his book any thought at all? And does it not get you excited for what's to come in the run-up to October 22, i.e. what other ways Goldman has planned to humiliate and discredit Mr. Smith? Some ideas we assume they have already thought of include: * Revealing the nickname he gave himself in firm emails (Agent Smith) * Getting eyewitnesses to tell reporters that after getting shafted on his bonus, he was seen flying into a fit of mad rage, whipping his ping-pong paddle out of his holster, and screaming obscenities at passersby on the trading floor before he was restrained by Gary Cohn * Leaking the original draft of his book he was working on circa 2009, entitled Why I Became A Managing Director At Goldman Sachs: A Success Story Goldman's 'Muppet Hunt' Draws A Blank [FT] Earlier: Goldman Sachs Unimpressed By Sophomoric Writing Efforts Of Former Employee; Resignation Letter Reveals Goldman Sachs Is In The Business Of Making Money, Hires People Who Don’t Know How To Tie Their Shoes; Jewish Ping-Pong Tournament Participant / Sixth-Year Goldman Sachs Vice President Is Looking For His Next Challenge; Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred

Goldman Sachs Unimpressed By Sophomoric Writing Efforts Of Former Employee

Back in March, a young man named Greg Smith published an Op-Ed in the Times called "Why I Am Leaving Goldman Sachs." Greg wrote that despite joining a firm that, in the beginning, cared about "teamwork, integrity, a spirit of humility, and always doing right by clients" and not "just about making money," he'd ultimately come to be sickened by a place that, twelve years later, he couldn't even recognize. A place that, on Lloyd Blankfein and Gary Cohn's watch, had lost its way. A place that, he'd come to see, was devoid of any sort of morals, whatsoever. A place that needed to take a long hard look at what it had become. A place that, he predicted, was not long for this earth. Because unlike Smith, whose proudest moments in life-- "being selected as a Rhodes Scholar national finalist and winning a bronze medal for table tennis at the Maccabiah Games in Israel, known as the Jewish Olympics," respectively-- involved hard work and no short cuts, "Goldman Sachs today," Smith wrote, is all "about the shortcuts and not enough about achievements." Goldman Sachs 2.o, one might say, hasn't worked an honest day in its life and that didn't feel right to Smith anymore. The piece, which was said to come as shock to Goldman, did not please many people on the inside, nor did the $1.5 million deal Smith scored shortly thereafter to write Why I Left Goldman Sachs: A Wall Street Story, out October 22. Here's how Greg's publisher describes WILGS: From the shenanigans of his summer internship during the technology bubble to Las Vegas hot tubs and the excesses of the real estate boom; from the career lifeline he received from an NFL Hall of Famer during the bear market to the day Warren Buffett came to save Goldman Sachs from extinction-Smith will take the reader on his personal journey through the firm, and bring us inside the world's most powerful bank. And while higher-ups at GS may have been initially worried about the potentially damaging revelations that would appear in the book, apparently time, a slap in the face and an order to 'get it together you pustulant milquetoasts' by the ghost of Lucas van Praag has resulted in this delightfully bitchy, exceptionally underminery comment from 200 West: “Every day, some young professional, after a decade in a post-collegiate job, reassesses his or her career and decides to move on and do something else,” David Wells, a Goldman Sachs spokesman said Dealbook in an e-mailed statement. “Others can better judge whether Mr. Smith’s particular career transition is of unique interest.” Regardless of whether or not Goldman is correct in its assessment that Greg's sounds like the story dozens of analyst finishing their first year would tell of the "epic" stuff they witnessed during their 12 months of banking (+previous summer internship, during which things got pretty crazy) or if his particular career transition is indeed of unique interest, Dealbreaker will be hosting an evening of dramatic readings of select chapters, with yet-to-be secured GS alum/raconteur/boulevardier Lucas van Praag standing in for the part of Mr. Smith. Venue and ticket pricing to follow. Former Banker Promises A Peek At Goldman Sachs [Dealbook] Earlier: Resignation Letter Reveals Goldman Sachs Is In The Business Of Making Money, Hires People Who Don’t Know How To Tie Their Shoes; Jewish Ping-Pong Tournament Participant / Sixth-Year Goldman Sachs Vice President Is Looking For His Next Challenge; Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred

Greg Smith: Goldman Sachs Interns Taught Harsh But Important Lessons By Demanding But Affable Managing Directors

Lesson 1, according the first chapter of Why I Left Goldman Sachs to leak online: the difference between a sandwich and a salad. You needed to be very entrepreneurial and creative. Adding value as an intern often began with getting coffee for the desk every day; frequently, interns also did breakfast and lunch runs. You would literally take a pen and pad and go around to the ten or fifteen people on the desk and take everyone's order. It's a strange concept, but Wall Street looks at attention to detail as an indicator of how people are going to do in their job. If a kid keeps messing up the lunch order, he's probably going to mess up something else down the line. I remember one managing director-- a few years after I'd started working at the firm-- who was very sensitive about his lunch orders. He didn't eat onion or certain other things. One day he asked an intern for a cheddar cheese sandwich, and the kid came back with a cheddar cheese salad. The kid handed it to him so proudly: "Here's your cheddar cheese salad." I was sitting next to the MD, so I remember the incident well. He opened the container, looked at the salad, looked up at the kid, closed the container, and threw it in the trash. It was a bit harsh, but it was also a teaching moment. The managing director joked about it with the kid afterward; he didn't make a big deal about it. The lesson was learned. Chapter 1: "I Don't Know, But I'll Find Out" [PDF] Earlier: What Else Does Goldman Sachs Have In Store For Greg Smith?; Goldman Sachs Unimpressed By Sophomoric Writing Efforts Of Former Employee; Resignation Letter Reveals Goldman Sachs Is In The Business Of Making Money, Hires People Who Don’t Know How To Tie Their Shoes; Jewish Ping-Pong Tournament Participant / Sixth-Year Goldman Sachs Vice President Is Looking For His Next Challenge; Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred

Half A Dozen Former Goldman Partners Will Be Forced To Fight The Urge To Attend Greg Smith's Book Signing Next Week*

Something you may have picked up on is that next week, Grand Central Publishing will release Why I Left Goldman Sachs: A Wall Street Story, by former employee Greg Smith. Should you buy the book? That depends on you ask. Some people, like the ones who made Smith famous, say no. Others, like those who enjoy vivid descriptions of a naked Lloyd Blankfein and edge-of-your-seat ping pong matches, would probably say yes. One group of people who'd prefer you save your money? Goldman Sachs. As previously mentioned, the bank embarked on a Discredit Greg Smith tour last month which has involved equating him with a first or second or third-year analyst who thinks people care about all the crazy stuff he was privy to when in fact it wasn't crazy and no one does; leaking unflattering performance reviews that suggest he was "unrealistic" about his abilities and earnings potential; and generally painting a picture of someone who was a nobody at the firm ("My first reaction [to hearing about his Op-Ed] was, who is he," the firm's head of HR told Bloomberg TV this morning), who wrote his book out of spite for not receiving the bonus he thought he deserved, and whose claims re: The Firm should not be trusted. For the most part, a number of people-- from current to former employees to those familiar but not intimately familiar with Goldman-- have concurred with their assessment of young Greg. Of course, every now and then you have some individuals who speak out of turn and who should probably consider sleeping with one eye open. There are a lot of people who acknowledge these things internally, but no one is willing to say it publicly,” Smith, who was a vice president when he left Goldman Sachs, said in the “60 Minutes” interview. “And my view was the only way you force people to change the system is by saying it publicly.” Seven former Goldman Sachs partners and managing directors, positions that are more senior than vice president, said in March interviews that Smith shouldn’t be taken seriously because he was a junior employee and may have been disgruntled about his pay or career. All asked not to be identified because they didn’t want to risk ruining their relationship with the firm. Six of the seven said they agreed with Smith’s criticism of how the firm has treated clients under Chief Executive Officer Lloyd C. Blankfein, 58, and President Gary D. Cohn, 52, and that current members of the management committee would, too. Even so, they said they don’t expect the board of directors to take action or that anything will change because the bank has made money and outperformed most rivals. What? He shouldn't be trusted because of X, Y, Z but, having said that, he does make some excellent points? Do you hear yourself talking? This is what happens when you don't stick to the script! Goldman Sachs Op-Ed Wasn’t a ‘Betrayal,’ Smith Tells 60 Minutes [Bloomberg] *And will lucky if they're not eating out of feeding tubes..

Goldman Sachs Beats Throngs Of College Kids Off With A Stick

Are you among the people who mistakenly believe working for Goldman Sachs has lost its luster? That the youth of America no longer spend nights dreaming about what it'd be like to bask in the glow of Lloyd Blankfein? That a guy who couldn't tie his shoes 'til he was 22 was able to ruin the picture they had their minds of what it would be like to one day, if they worked really hard, have Gary Cohn hike up one leg, plant his foot on a their desk, his thigh close to their face, and ask how markets were doing? Then you don't have a clue. Goldman’s program has grown so big that the firm has to break their start date into two groups. This week welcomed the lucky few selected for “revenue” businesses, like investment banking and trading. Next week brings “services” workers, COO Gary Cohn said at a conference Thursday. Vampire squids, Greg Smith and Delaware judges can’t keep the applicants away. “Our application pool this year was greater than it ever has been,” Cohn said. Goldman Sachs Still Hot With The Youths [Deal Journal] Related: Goldman Sachs President Gary Cohn Likes To Speak To Employees On A Grundle-To-Face Basis

Goldman Sachs Accuser Greg Smith (Might Have) Lied About That Which He Holds Most Sacred

Earlier this week, a man named Greg Smith resigned from Goldman Sachs. Smith informed his bosses of his decision to quit around 6:40 AM local (London) time and, a few hours later, circled in the rest of the world with an Op-Ed in the New York Times, which he penned not out of a desire to violate his (former) employer in the most gruesome fashion possible in front of clients and other interested parties but because he believed it to be the right, nay the only thing to do. In the piece, Greg explain that his decision to leave the firm after 12 years of service did not come easily but that he had to do it, realizing one day during rehearsals for the recruiting video he starred in that the lines he was delivering re: Goldman being a great place to work were a lie. A bald-faced one, in fact. Goldman had changed in the years since the Greg-ster arrived, and whereas it once felt like home and the people in it family, he'd come to regard it as a den of evil, run by monsters. Monsters who called clients "muppets"; who only cared about making money; who valued "shortcuts" over "achievement." Of the latter, Greg spoke from plenty of experience. Though his personal achievements are too numerous to mention in full, they include being named a Rhodes scholar (finalist), learning to tie his shoes at the age of 22, winning third place for ping pong at the Maccabiah Games, and being named captain of the South American national table tennis team. OR WAS HE?

Which Goldman Sachs CEO "Was Known To Challenge Subordinates To Impromptu Wrestling Matches"?

Was it: a) Lloyd Blankfein b) Hank Paulson c) Jon Corzine d) Stephen Friedman e) Gus Levy f) John Whitehead g) John Weinberg h) Sidney Weinberg i) Marcus Goldman j) other Hopefully you answered D, Stephen Friedman, as that was the answer we were looking for, per a New York Observer piece on financial services employees who feel more comfortable in a onesie than a suit. “I wrestled as well as I could wrestle, and if I lost, that was my own fault,” KKR’s Henry Kravis once told an interviewer about what he learned from wrestling. “I had nobody to blame but myself.” Apollo Global Management co-founder Josh Harris wrestled at the University of Pennsylvania before deciding that making his 118-pound weight class didn’t allow either the time or calories for the old “college experience.” Former Goldman Sachs chief executive officer Stephen Friedman, an AAU champion who wrestled at Cornell, was known to challenge subordinates to impromptu matches. Former Merrill Lynch CEO John Thain was a college wrestler, though Mr. Novogratz pointed out that Mr. Thain, now CIT Group CEO, wrestled at the Division III level. Fortress Chieftain Mike Novogratz Wrestles with Olympians, Youth…and Wall Street [NYO]