Former Sovereign Bank CEO: Activist investors destroyed value
Until today, Sovereign Bancorp (NYSE: SOV) was the largest surviving savings and loan in the U.S. But Spain's Banco Santander SA brought that to an end by offering $1.9 billion for roughly 75% of Sovereign's shares; Santander already owned about a quarter of the American bank.
The terms of the deal were quite favorable for the Spanish bank. Santander's original minority stake cost over $2 billion. But Sovereign has lost over 80% of its value in the last year, and this dramatic decline allowed Santander to pick up the rest of the bank at a pretty good discount.
That decline did not go unnoticed by former Sovereign CEO Jay Sidhu, who blasted the policies of his successors in an interview with the Philadelphia Business Journal. He charged that the activist investors who engineered his departure in 2006 are responsible for the bank's decline and unfavorable acquisition. He cited Ralph Whitworth of Relational Investors in particular, saying that Whitworth's "strategy was totally dead wrong." In particular, Sidhu charged, Whitworth made changes in the bank's risk management procedures that ultimately led to the bank's decline: "Every single action taken under his leadership of the risk management committee destroyed value. You need a long-term view with prudent risk-management strategies and not the short-term view of a hedge fund manager."
This charge has a familiar ring. Short term profits replaced long run viability -- something that happened throughout the banking industry. And Sidhu knows what he's talking about. In 20 years, he took Sovereign from an IPO worth $12 million to a banking giant worth $12 billion in 2006. Too bad the Sidhus of the world lost out to the Whitworths; we're certainly paying for those losses now.
The terms of the deal were quite favorable for the Spanish bank. Santander's original minority stake cost over $2 billion. But Sovereign has lost over 80% of its value in the last year, and this dramatic decline allowed Santander to pick up the rest of the bank at a pretty good discount.
That decline did not go unnoticed by former Sovereign CEO Jay Sidhu, who blasted the policies of his successors in an interview with the Philadelphia Business Journal. He charged that the activist investors who engineered his departure in 2006 are responsible for the bank's decline and unfavorable acquisition. He cited Ralph Whitworth of Relational Investors in particular, saying that Whitworth's "strategy was totally dead wrong." In particular, Sidhu charged, Whitworth made changes in the bank's risk management procedures that ultimately led to the bank's decline: "Every single action taken under his leadership of the risk management committee destroyed value. You need a long-term view with prudent risk-management strategies and not the short-term view of a hedge fund manager."
This charge has a familiar ring. Short term profits replaced long run viability -- something that happened throughout the banking industry. And Sidhu knows what he's talking about. In 20 years, he took Sovereign from an IPO worth $12 million to a banking giant worth $12 billion in 2006. Too bad the Sidhus of the world lost out to the Whitworths; we're certainly paying for those losses now.











Reader Comments (Page 1 of 1)
10-14-2008 @ 5:31PM
jon said...
Sidhu was a horrible manager, a serial acquirer who almost brought the bank down himself. They never made any money because every quarter they had writedowns because they paid to much for their acquisitions.
10-14-2008 @ 11:08PM
Bob said...
Sidhu's attitude towards service was absolutely horrible. When he took over RI Hospital Trust/ Bank Boston in RI, he did everything he could to reduce service to his customers. He immediately took out all the electronic equipment. Then he closed out all the bank contracts with Stop & Shop. It took longer to make a transaction at Sovereign than it did back in the early 1960's. Also he trained his staff to not worry about providing good service to clients. After all, there is no money in providing good service. He made the mistake by assuming customers are fools to be taken advantage of. I am very disappointed that this man destroyed my happiness that I enjoyed by banking with RI Hospital Trust/ Bank Boston. "You can fool some of the people all the time and all of the people some of the time, but not all the people, all the time." Mr Sidhu, you absolutely destroyed a wonderful banking attitude when you moved into RI. You ran a big bank, with a very small-minded banking mentality. Really, did you think that customers wouldn't notice the scum that you really true are. Now you want to blame others for destroying banking confidence. It isn't always about the bottom line that counts. Customer service does mean something, And thankfully, the lack of it, took you down. Good ridance to trash.
12-30-2008 @ 8:22PM
Steve said...
Going under and getting bought couldn't happen to a crappier bank. I have had an auto loan with this bank for the past 4 years and they are the worst possible lending agency I have ever had the displeasure to deal with. They refused to move my due date, then when they decided to finally move it, they wanted a $200.00 fee. I passed on that offer. Next when requesting to push the loan back a month due to being unemployed, they hit me with a $50.00 fee and a $15.00 over the phone transaction fee. I hate Sovereign Bank.
Now in contrast, Chase changed my due date and pushed back a payment to the end of the loan with only a phone call and without any fees. Chase is were I will bank from now on.