Banker Who Resigned From Goldman Sachs Amid 1MDB Investigation Has Wedding Planning Skills To Fall Back On: Bloomberg - Dealbreaker

Banker Who Resigned From Goldman Sachs Amid 1MDB Investigation Has Wedding Planning Skills To Fall Back On: Bloomberg

If you want your guests to be talking about your nuptials for years to come, give Tim Leisner a call.

Author:: Bess Levin
Updated:: Jan 14, 2019
Original:: Mar 30, 2016

Say what you will about Tim Leissner-- and the people investigating his close ties with the prime minister of Malaysia may have plenty to say--, the man knew how to throw a wedding that sparkled. Max Abelson reports:

One colleague from that era said Leissner was the kind of banker who could hop in a canoe, paddle upstream and come back with a fee. That person, who asked not to be identified, said Leissner could dazzle in other ways: When he married Judy Chan, whose father ran a coal-mining business in China, the wedding feast included suckling pigs with electric lights flashing in their eye sockets.

The Rise and Fall of Tim Leissner, Goldman's Big Man in Malaysia [Bloomberg]

By Chris Potter (Flickr: 3D Judges Gavel) [CC BY 2.0], via Wikimedia Commons

If it had, maybe he’d have a different story to tell prosecutors.

Oh, now you tell them!

getty images

So, like, go easy on us.

You want it? Come and get it.

If you're unhappy about your bonus this year, perhaps it'll make you feel less alone to know Lloyd Blankfein's dropped, too. (To $23 million.)

Pop-quiz: you're a first year analyst at Goldman Sachs, with a little more than twelve months left until your two year commitment is over and you are free to take a job elsewhere. Do you A) take part in private equity and hedge fund recruiting now, and, if someone was particularly impressed with your junior mistmaking skills, accept an offer for a gig beginning in June 2013 or B) tell the buyside you are sorry but are prohibited from engaging in such activities at this time, as they would pose a conflict of interest for Goldman Sachs? At this time, GS JM's believe the correct answer is A, while higher-ups, who believe there is a firm policy in place that says no analyst shall take part in recruiting until six months from the time they've finished the two year program, are going with B. So now this is happening: Goldman has been firing IBD first year analysts with buyside offers. Senior people are calling up funds to ask if any analysts have received offers from them. A bunch have been cut so far. A bunch, we're told, is in the ballpark of four, which seems like enough to put the fear of god into people.

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

...when Falcone and five LightSquared colleagues met over a meal of white-truffle pasta and Barolo at a Washington restaurant in January, they failed to come up with anything they could have done differently, according to a person who was there who asked not to be identified because the meeting was private.-- Falcone Waits For Icahn Doubling Down On Network When JPMorgan, which earned the most of any of the six banks over the four quarters, decided to thank employees for their performance this year, it sent 161,680 individually wrapped buttercream-frosted, chocolate chip, oatmeal-raisin and sugar cookies to retail branches and call centers in the U.S., U.K., Philippines and India.-- No Joy On Wall Street As Biggest Banks Earn $63 Billion Cooperman, 68, said in an interview that he can’t walk through the dining room of St. Andrews Country Club in Boca Raton, Florida, without being thanked for speaking up. At least four people expressed their gratitude on Dec. 5 while he was eating an egg-white omelet, he said.--Bankers Join Billionaires To Debunk 'Imbecile' Attack On Top 1% American International Group Chief Executive Officer Robert Benmosche, 66, a Kappa Beta Phi member who disclosed in October that he was undergoing treatment for cancer, was there. He looked energetic, the two attendees said. In 1930, the dinner was beefsteak. This year, the meal featured lobster salad, shrimp, pigs-in-a-blanket, lamb chops and pistachio ice cream.-- Wall Street Secret Society Kappa Beta Phi Adds Dealmakers With Lehman Rite Wall Street headhunter Daniel Arbeeny said his “income has gone down tremendously.” On a recent Sunday, he drove to Fairway Market in the Red Hook section of Brooklyn to buy discounted salmon for $5.99 a pound.--Wall Street Bonus Withdrawal Means Trading Aspen For Coupons The clam-juice cocktails at the private Stock Exchange Luncheon Club, where brokers lined up three deep at the raw bar, contained tomato juice, cooled water from boiled chowder clams, ketchup, celery salt and the option of a freshly shucked clam. Add vodka and they called it a Red Snapper.--How America Ceded Capitalism's Bastion To German Boerse Seizing Big Board As someone once said, you can find out a lot about a man or woman's character during moments of great crisis. Do they fall apart? Do they become shells of their former selves? Do the worst parts of them come out? Do they turn their backs on everything they supposedly once stood for? Or do they, even in moments of darkness, rise to the occasion and demonstrate the morals and values they held when times were good are the very same ones they choose to live by when times are bad? For Bloomberg News reporter Max Abelson, Hurricane Sandy was a test. Would he turn in an article containing few if any reference to the food people consumed during the natural disaster? Or would his commitment to bringing readers exhaustive details re: what his Wall Street subjects eat (see above, here, and here) burn ever bright, to the extent that sources and interviewees elaborating on their situation beyond provisions would find themselves cut off and told, "Just the food and drink, toots. I got a lotta calls to make"? Luckily for us, it was the latter. Herewith, an accounting of things stuffed down the gullets of Wall Street over the last two days: * Murry Stegelmann, Kilimanjaro Advisors: expensive wine, green tea. “I had to go to the wine cellar and find a good bottle of wine and drink it before it goes bad,” Murry Stegelmann, 50, a founder of investment-management firm Kilimanjaro Advisors LLC, wrote in an e-mail after he lost power at 6 p.m. on Oct. 29 in Darien, Connecticut. The bottle he chose, a 2005 Chateau Margaux, was given 98 points by wine critic Robert Parker and is on sale at the Westchester Wine Warehouse for $999.99. “Outstanding,” Stegelmann said. He started the day with green tea at Starbucks, talking with neighbors about the New York Yankees’ future and moving boats to the parking lot of Darien’s Middlesex Middle School. * Wilson Ervin, Credit Suisse: the most depressing breakfast ever. Erin...went to the bank’s office at 11 Madison Ave. afterward to work on evaluations of managing directors and financial regulation. He ate a lunch of Raisin Bran, coffee and a banana from the 7-Eleven downstairs, he said. * Pablo Salame, Goldman Sachs: sushi, the piece of which Abelson or his research assistant counted. He posted a picture of 21 pieces of sushi on a Twitter account in his name on Oct. 29. “Only in NYC, Seamless Sandy sushi delivery in TriBeCa, Monday 730 pm,” the post said. * Wilbur Ross, WL Ross And Co: a painting. “I was scheduled to come back Sunday night, and I decided not to, because everything during the week would be canceled anyway,” said Ross, chairman of private-equity firm WL Ross & Co. “I’m stuck in Palm Beach.” He stayed in touch with colleagues using a fax machine along with phone and e-mail. His Florida home includes a painting by Rene Magritte of petrified blue apples, an image that is also depicted on a custom-made Van Cleef & Arpels watch he owns, he told Bloomberg News this year. * JPMorgan employees: many of the culinary delights its cafeteria offers on a regular basis but NO DUMPLINGS. JPMorgan, which sent out more than a dozen hurricane updates to its employees featuring detailed weather maps, kept parts of its 270 Park Ave. cafeteria open yesterday. Danishes and scones were available near the salad bar, and the bank’s deli had sandwiches with grilled vegetables. The dumpling bar was closed. Wall Street Finds Sandy Silver Lining In Wine, Monopoly [Bloomberg] Related: Things People Have Eaten in the Presence of Bloomberg Reporter Max Abelson [Daily Intel]