IMHO: Grecian 'Formula'

While the markets were in an apparent freefall last week, I could hear former Treasury Secretary Hank Paulsen on the TV in the next room telling (lecturing?) the Financial Crisis Inquiry Commission.

Paulsen was telling the panel that the problems that led to the 2008 meltdown could, and should, have been dealt with sooner, and that we could, and should, have moved faster—and with more to stave off the crisis.  The criticism then—as it was last week in Europe—was that this was a time to act, not to think; that if we didn’t act—act now, act decisively, and without question—well, the results would be catastrophic. 

It is a theme that runs through Paulsen’s recent book, “On the Brink,” as he drags the reader from one impending crisis to another during those fateful weeks of 2008.  In Paulsen’s retelling, those who back his “need for speed” are thoughtful and prescient; those who don’t, well, their motivations are generally painted as either blinded to the seriousness of the situation or hopelessly ideological.  From the former Goldman Sachs CEO’s perspective, we weren’t bailing out Wall Street, we were saving the very financial system itself (though he was willing to let the politicians claim that they were saving jobs).  And perhaps we were, so we set aside our doubts and concerns, gave the experts what they said they needed—and plenty of it—and hoped they knew what they were doing.

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Now, in fairness, the financial system did stabilize and the markets did—eventually—return to some semblance of normality.  Until ….

Now I, perhaps like many of you, am not yet quite sure what to make of the crisis bubbling in Greece, much less the response of the EU and the International Monetary Fund (IMF), and what that might mean to us.  But the chorus—we must act, act now, act decisively, and without question, or else—well, it’s a little too familiar to those of us who thought we had already been there, done that.  But, once again, we’re told that if we don’t, things will get worse, much worse—and we’re (again) afraid that’s not an exaggeration.

Déjà View

But make no mistake: There are some clear and disturbing parallels between this “rescue” and the ones that have gone before.  Once again you have a sudden infusion of apparent wealth on paper that fueled a borrowing binge that fueled a spending spree that fueled more borrowing, until things reached a point where the system was no longer willing to loan money (despite lucrative fees)—at which point, the whole thing should fall apart.  But at that point the outstanding debt is so large that that same system that empowered that situation now claims that failure is not an option. It’s not just that bank, or that automobile company, or that country…it’s all the other things that depend on them….

We’ve seen this before—and more than once—from investment banking to the foreclosed house down the street.

Now, if this was your compulsive gambler of a brother-in-law on the wrong side of another “can’t miss” bet that put him (and perhaps your sister) in trouble with his bookie’s “collection agency,” you’d doubtless bail him out, and insist that he check into rehab (at least the first time).  Indeed, that’s what the Greek “austerity plan” is all about: raising the retirement age to 63 (from 61), freezing pay and cancelling year-end bonuses for public-sector workers (no simple thing that, when something north of a third of the population works for the government), hiking the nation’s VAT to 23% from 21%, and cutting retirement pensions by 14% (by some accounts, those pensions currently provide an 80% replacement ratio, adjusted for wage inflation). 

This, of course, is also what set off those riots in Greece last week—and the concerns about what that portends for the implementation of this new bailout, and its ability to stem the tide, took a bit of “austerity” out of all of our retirement security last week.      

Once again politicians have been led (many willingly and happily) down the primrose path by so-called financial experts—told that there was, after all, a free lunch; lured into a sense of complacency and then, abruptly, told something else.  It is a formula that has, again, taken us to what is being painted as a pivotal point, a crisis beyond which a chasm lies.  We worry—that they are right, that it won’t be the last, that we’re not doing enough, or that we’re doing too much – again. 

And then, somewhere in the dim reaches of consciousness perhaps, we realize that the folks telling us what we absolutely have to do now—without thinking, without questioning, without hesitation—look suspiciously like the folks who got us into this mess in the first place.

Acquisition Moves Loring Ward Into Retirement Arena

May 7, 2010 (PLANSPONSOR.com) - Loring Ward has signed an agreement to acquire the assets and retirement services of Tribeca Advisors, LLC.

Loring Ward’s new retirement plan service will be known as Loring Ward Total Retirement and will offer a wide range of plan solutions, including 401k, 403b, 457(b), Profit Sharing, Defined Benefit and 401k/Defined Benefit combos, according to the announcement.

“We were looking for a dramatic improvement to ‘traditional’ retirement solutions that we could offer to independent fee-based advisors in a cost-effective and turnkey manner,” said Alex Potts, President and Chief Executive Officer of Loring Ward. “Tribeca allows us to greatly expand our capabilities. Their innovative educational and enrollment solutions are the ideal complement to our Structured Investing philosophy and portfolio management service.”

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Loring Ward anticipates launching Loring Ward Total Retirement during the second quarter of 2010. Loring Ward Total Retirement will be headed up by Karl Huish, the Chief Retirement Strategist, and Erich Reinhardt, previously an advisor specializing in 401ks and former President and C.E.O. of RNP Advisory Services.

 “The small retirement plan market is still characterized by bundled plans that are often too expensive, have hidden fees and lack prudent, professionally-built portfolios,” said Karl Huish, President and Chief Executive Officer of Tribeca, in a press release. “Combining Tribeca’s expertise with Loring Ward’s scope and scale, will allow advisors to offer a compelling alternative.”

Headquartered in San Jose, California, Loring Ward (LWI Financial Inc.) says it has provided Investment Management, Business Management and Practice Development since 1990.  As of April 2010, the firm has almost $5.3 billion in assets under management.  More information is available at http://www.loringward.com

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