Showing posts with label bank lending. Show all posts
Showing posts with label bank lending. Show all posts

Wednesday, October 11, 2017

Bank Lending: Shifting Emphasis from CRE to C&I

Although bank commercial real estate (CRE) lending has been more profitable than commercial and industrial (C&I or Business Loans), both now AND immediately after the financial crisis, regulatory CRE guidelines are causing financial institutions to consider a switch of emphasis to Business Lending.

Here are my thoughts on how to do so.




Your thoughts?

~ Jeff

Saturday, June 08, 2013

Lessons Learned: Banks that thrived during crisis grew loans slower prior to it.

The St. Louis Fed recently performed a study to uncover the characteristics of community banks that thrived during the financial crisis. Thriving banks were defined as under $10 billion in assets, and maintained a composite CAMELS 1 rating in each exam cycle from 2006-11, an impressive accomplishment. As with most government driven academic studies, there were numerous answers. But one struck me as particularly instructive.

Former legendary Fed Chairman William McChesney Martin, Jr. once quipped "I'm the fella that takes away the punch bowl just when the party is getting good." It appears that banks that had the ability to do the same during the heady lending times of 2004 - 2007 found it to be an enduring strategy (see table from Fed study).


Banks that failed during the financial crisis did so predominantly for two reasons: over-concentration, and foolishness. Both are related. Banks that thrived, however, had the discipline to stay on the sidelines while their competitors did aggressively priced, borrower friendly structured, and competitor beating loans. 

Sitting on the sidelines is difficult. Competitors have snarky smiles on their faces when they bump into you at the local Chamber meeting or industry get togethers, knowing that their pipeline is fuller than yours, and they just beat you for the latest big construction deal. If we learn anything from this study, it is that at least one member of senior management should be like William McChesney Martin.

In addition to that, here is what I think a bank should do to avoid the lending hubris that led up to the crisis:

1. Lend Consistent With Your Strategy. I've seen my share of banks that "chased assets", to keep their pipeline as full as the bank down the street. But keep to your knitting. Be known to specialize in certain asset classes and/or industries. And, unless your strategy says "do land loans out of our markets", don't do them. Come to think of it, even if your strategy says to do land loans out of your market, still don't do them. And fire your strategists.

2. But Diversify. Being great at serving specific industries is critical to developing a competitive advantage, but it doesn't mean your balance sheet should be chock full of loans to one or two industries. It just means that you strive to be great at a few things. Continue seeking quality loans in other loan categories and industries. 

3. Minimize Broker-Originated Loans. For some reason, brokers that originate loans but assume no risk of default, don't care too much if the loan goes bad. Go figure? In addition, since the broker owns the relationship, the borrower may be more apt to default on your loan because he/she barely knows you.

4. Include Clawbacks in Bonus Pools. I am not a fan of regulators running your bank. But they favor clawbacks to deter profligate risk taking in lending. This makes sense to me. Keep two pools for each lender, and senior management. One for performance today, and the other for multi-year portfolio performance. Let lenders see that bonus pool grow and plan for the backyard pool when it is released, to motivate them to bring good borrowers and well-structured transactions to the table. 

5. Build a Better Lending Function. Populate lending with a few well-connected, experienced, and respected lenders. Then build a structure that is designed to develop junior people into your lenders of the future. Start them as portfolio managers, or credit analysts, with a targeted development plan. Banks that chased "experienced" lenders all over town ended up with those that made loans at all costs to get deals done. I've seen one or two of these "cowboys" bring banks to their knees. Just like I suggest not chasing deals at all costs, don't chase "experienced lenders" at all costs. Build your own pipeline of next generation rain makers.

What should I add to this list?

~ Jeff




Thursday, December 13, 2012

jfb Toons: Bank Strategy Execution

Welcome to my first installment of jfb Toons, a cynical look at how financial institutions operate.

In this version, I migrate from the strategy development retreat to how that strategy is translated to day to day execution. I am occasionally confronted with facilitating plans for clients, only to come back one year later to find little has changed.

If I were to fill in the gap between strategy development and how it is executed, this is how I think it would go...





~ Jeff

Saturday, October 15, 2011

Occupy Wall Street: Occupy This!

The Occupy Wall Street gang seems to garner more press coverage than the state of the U.S. economy, the presidential election, and the MLB playoffs combined. In terms of media excitement, only the trial of Michael Jackson's doctor competes.

Who are these people and what do they want? The press can't even figure it out and spin it to something cohesive, even though they really, really, really want to. But it has something to do with economic justice, whatever that means. Whenever talking heads say "___fill in blank____ justice" it makes me nervous. It usually relates to socialism and according to all of my college economics professors, socialism doesn't have a great history of success. Though I admit that I could not understand many of my econ profs.

My first division officer in the Navy told me that if bad things were happening to me, look to me first before I start pointing the finger elsewhere. I think both bankers and Occupy Wall Streeters are falling into a whining trap. If Occupy Wall Street truly represented a movement to improve the economic status of lower and middle income families, here is where I think they should focus their energy, and also what banks can contribute:

1. Learn robotics. Factories provided blue collar workers with middle income wages. We ignored the signs of globalization, and instituted wage scales and inefficient work rules that made manufacturing things overseas much more attractive to companies (and buyers of the goods manufactured). So we let manufacturing leave our shores for cheaper labor and more flexible work rules. But the loss of manufacturing jobs in the U.S. has stabilized. If we are to grow manufacturing with middle income jobs we need to master robotics to make plants more efficient and attractive for companies to work here. According to Maxizip.com, a robotics technician can earn $30,000-$45,000. Do you want to do something to help the U.S. economy and your family, consider robotics. If not robotics, then research good paying blue collar jobs (see here) and focus your efforts there. And for Pete's sake, be flexible. If you install doors on GMC trucks, don't go on strike if asked to do dashboards on Chevy's.

2. Start a business. Economic cycles of yore resulted in many more business startups than the current one. One reason, in my opinion, is politicians' continually extending unemployment benefits. If you keep paying somebody not to work, it saps the sense of urgency for would-be entrepreneurs to seek opportunities to be their own boss. During periods of heavy uncertainty it is typical for opportunities to identify and fill a need to arise. Don't let the drug of the monthly check keep you on the sidelines. Do some research, write a plan, and start a business. You want bankers to suck up to you, see what happens when you get a successful business up and running.

3. Go to business school. If you would like to earn similar money to Wall Streeters, go to business school and earn it yourself. There is a misconception that people that work in finance were born with silver spoons in their mouths. To be fair, there are some on the Street that were born on second base and think they hit a double. But I know from experience that many if not most came from much humbler beginnings, went to B school, and worked hard to get where they are. Most Americans that are in the lower to middle economic categories do not pay full fare at business school. Some may go for little or no cost. So if you want to Occupy Wall Street, why not do it from inside the building instead of out.

This is a banking blog. So how can bankers improve the economy, their communities, and expand opportunities for Occupy Wall Streeters? Here is how I think:

1. Run an Angel Fund from your holding company. "Bankable" businesses typically have a profitable operating history or real estate with significant equity. This makes startups that don't have real estate to lend against unattractive to banks. So how can banks get capital to entrepreneurs with a great idea, solid business plan, and reasonable chance for success? How about run an Angel Fund that focuses on startups within the bank's markets? The bank need not be the only investor, but can run it profitably through management fees, the "ups", and diversification.

2. Do SBA lending. So many bank clients shy from SBA because of strict rules, paperwork, and fear of not receiving the guarantee if the business defaults. But there are ample vendors to do SBA lending for you and can be flexible in how the program is structured. If you don't want the risk, simply receive a marketing fee for bringing the vendor to the customer and providing an opportunity for that early stage business in your community to receive a government backed loan.

3. Run a business plan contest. How many times have you driven down the street and see a new business that you doubt will succeed? Many entrepreneurs jump in with both feet prior to doing research, writing a business plan, and having the capital in place. The discipline of doing so improves the likelihood of success. Why doesn't your FI run a contest in your community for the best startup business plan and award a meaningful prize, such as $25,000, to get the business off of the ground. The Nashua Bank in New Hampshire ran such a campaign and the CEO said it was a great success. The discipline of performing the research and drafting a business plan will help all participants, not just the winner.

There! Three things that would be more constructive than carping about bankers' pay by Occupy Wall Streeters and whining by banks about the state of the economy. Let's get off the whine and into the game!

What do you think would be more productive use of time for FIs?

~ Jeff