Dead Bank Walking
April 13th, 2007
Written By: Adam Sussman
I have a must read for entrepreneurs and those who like books on what happens at the executive / board room level in billion dollar corporations called “Dead Bank Walking“.
Before I go into detail about this book I will note that I had never heard of Dead Bank Walking and it was not on my 2007 reading list. I found out about it when my wife and I took a few days off back in February to visit
For those who don’t know, Mr. Smith orchestrated the largest banking merger of its day; the merging of Security Pacific and Bank of America. About a week after our mini vacation, I received a FedEx package from Mr. Smith with a signed copy of “Dead Bank Walking”, a book he wrote recapping the events. I immediately placed this book on top of the 20 other books sitting on my nightstand to read next.
Thus leaving Mr. Smith with a bank whose loan values on paper dwindled to a small percentage of what it was. At this same time (early 1990’s)
Mr. Smith basically was handed the role of CEO of a bank that was heading down a path of despair. In addition to the government enforcing new laws on how banks value their real estate loans, it turned out one of Security Pacific’s big money making operations had inadvertently broken another law thus exposing themselves to a possible fine that could have toped over a billion dollars.
Mr. Smith recounts dozens of stories how under his command anything that could have gone wrong went wrong.
During the peak of crisis, Smith decides the best solution for the bank was to merge his bank with a larger institution. Two banks who became likely candidates were Wells Fargo & Bank of
What appeared to me as unbelievable determination & overcoming crisis and stress I could never imagine, Mr. Smith manages his way and overcomes everything that came their way.
As a reader we are taken into the boardrooms where seasoned banking executive face off and battle each other over numbers. We are taken into the executive offices where we get to hear the conversations over the largest banking merger to ever take place. We get to peak into the world of high finance and see for a moment what business is like at the highest levels of corporate banking.
Upon reading the book I placed a call to Mr. Smith. I mentioned how I was blown away with what seemed like unbelievable obstacles and how he overcame them. I said “You would think at some point you would just throw your hands up and say, screw it, I am out of here.
Smith mentioned to me that one of the main reasons for writing the book was to show how you can never give up and that you keep fighting even when things seem impossible. He also mentioned that there is a bit of luck with things and they got that bit of luck.
I mention entrepreneurs would like this book because while reading it you become privy to issues that seem impossible to overcome. But under the leadership of Bob Smith, he not only manages to clean up the mess that was thrown upon his bank due to new regulations and management oversights but he manages to merge his dieing bank for a tidy profit for its shareholders.
As an entrepreneur I read this book and could not believe how much stress one person could manage and overcome. If there is one thing I took from this book, it was to not let every detail overwhelm you. All you can do is to manage what is in front of you and deal with the facts as they come. Do not assume too much and do not get over emotional. All issues have a way of being resolved and it’s a matter of handling crisis’s one step at a time.














May 1st, 2008 16:24
You wrote:
“the government was forced to crack down and institute a policy where all loans were no longer valued on their future valuations after development but marked at what one would get if they had to sell today.”
This is called “Mark to Market.” This had to be implemented because the entire system was goosing up the appraisal on projects to a number that made the project viable.
Regulators implemented the Mark-to-Market so that everyone (shareholder, management and regulators) could understand the value of the bank/S&L’s assets. Once the regulators determined the current/market value of the project they could/would require the institution to add addtional capital to their balance sheet.
We are seeing this movie all over again with the demise of Bear Stearns. Regulators required them to reprice certain assets (which is hard to do when there is no market for the product) and when they did Bear’s lenders asked for additional collateral to make up the difference and when they couldn’t Ben Bernanke had no choice but to step in.
May 1st, 2008 19:04
Yup, seems like a vicious circle.