On the exact same day as the four-year anniversary of the Dodd-Frank bill – signed into law to make U.S. banks more steady and much better capitalized – it was announced that CIT Group had bought OneWest Bank for $3.4 billion.

How Wealthy Executives Still Remain Untouched by the Great Recession and Are Laughing All the Way to the Bank

The 2 headliners in the bargain were none besides John Paulson, who when infamously collected $4 billion by betting against failing house mortgages in the run-up to the financial situation. The other was CIT’s John Thain, who drove Merrill Lynch into a ditch prior to it was offered to Bank of America. Thain, you could remember, as soon as spent $1.2 million decorating his executive suite, consisting of more than $1,000 for his gold-plated wastebasket.

Be that as it may, Bert Ely, who’s actually long covered the financial market, said about the recommended merger, “This is most likely as close to a win-win as you could get.”

While Ely is most likely right in his evaluation that it’s a “win-win” for Paulson and Thain, it’s barely a win for the rest people.

Rather, the offer is the latest indication that these and other whack-a-mole executives most liable for the Great Economic downturn remain to emerge from the ruins and extremely prosper. While Main Street in the wake of the crash had its economic heart ripped out, teflon-coated Wall Street counted few casualties, as well as those c-suite executives whose reputations were temporarily tarnished, have arrogantly and strongly proceeded.

In a former century, these bad actors might’ve been called scoundrels, pickpockets, or burglars, however these vultures in their custom matches and Ferragamo loafers are far more dangerous. There’s really no word for their hubris. What’s even worse, their habits has now spread far beyond Wall Street.

Thus, is it any wonder that so Americans have lost faith in their organizations? Prior to you believe I’ve actually ingested a handful of sour grapes, hear me out.

First, I am no Luddite. I comprehend that commercialism ultimately needs to devour its own under the concept of “creative damage.” It’s why, for instance, of the original 12 Dow Jones industrials, just General Electric continues to be part of the index. So, I get why change – even the most disruptive kind – marches on. I totally endorse English landscape painter John Constable’s observation that “No two days are alike – not even 2 hours.” More so, I stand shoulder to shoulder with General Eric Shinseki, who notoriously stated, “If you do not like change, you are going to such as irrelevance even less.”

In the interest of complete disclosure, let me add that I have worked as a senior bank marketer for virtually 20 years, including a number of fallen business I’ll talk about, including House Cost savings of America (once the nation’s largest thrift), Washington Mutual (which took over the No. 1 mantle from HSA) and Indymac Bank, so I’ve actually seen the sausage-making up close.

But again, do not believe for a minute that I believe executives’ abuses are only restricted to the financial sector. Wrongdoing takes place and is awarded everywhere. However let us start with the low-lying fruit.

Indymac Bank

When it was leaked in the summertime of 2008 that Indymac Bank was seriously undercapitalized, depositors started an operate on the bank. For my part, I was purchased to stop pressing bank products so that I could stand outside 2 branches in my home town to ensure run scared clients that their money was safe, when I did not even understand if my money with the bank was safe.

In 2009, Paulson and a few other handpicked billionaires put up about $1.5 billion to purchase the bank, renamed OneWest Bank, on the condition that the FDIC absorb most of the losses. Would not you and I like such a bargain (I don’t care just how much money you lose, we got your losses covered)! Since that deal, Paulson and his investors reaped $1.9 billion in dividends to accompany their latest multi-billion dollar windfall. On the other hand, the FDIC suffered $13.1 billion in losses, a record for a single failed bank.

CIT

After the proposed merger, CIT will become a $67 billion asset-sized bank, catapulting it past the government’s “systemically crucial monetary institution” (SIFI) limit of $50 billion, where banks have to pass much stiffer capital “stress” tests. Just the day in the past, a protest went up in the Wall Street Journal that the limit was too restrictive – another unintentional hangover from Dodd-Frank, hamstringing the profitability of banks. I think Thain did not get the memo, or simply crumpled it up when he did. Of the discount, he stated, it “diversifies and reduces the expense of CIT’s deposits,” adding, “We believe it’s a terrific outcome for clients and shareholders.” Remarkably, in his joy, he overlooked the word, “workers.”

Washington Mutual

At WAMU, I was in charge of the employee newsletter, among other duties. In other words, I was accountable for spreading out the happy news. I was the Kool-Aid vendor. Like others, I was impressed with our chairman Kerry Killinger. On one visit to L.a, where I was based, Killinger remained at a Holiday Inn equivalent. How might you not admire that kind of thrift. Yet, betraying his conservative Iowa roots, he’d at some point started approving riskier and riskier loans. After the bank broke down, in spite of its $307 billion in possessions, Killinger pulled in more than $100 million in payment in his last five years at the helm. On the other hand, Doug Wisdorf, a member of the bank’s communications workplace reporting to shareholders, hanged himself about a year after the bank’s demise.

Home Savings of America

I worked in the corporate communications workplace as an assistant vice president before Charlie Rinehart signed up with the business from Avco Financial Solutions. He quickly rose the ranks, ending up being president in 1993 as well as chairman in 1995. His strategy to transform the venerable cost savings organization into a consumer banking giant eventually failed due to the fact that WAMU and Kerry Killinger snapped it up in 1998. Thousands of staff members lost their jobs (don’t ask me how I maintained mine, but I think someone needed to be the bearer of problem), but Rinehart walked away with millions.

World Savings

Fortunately, I was never ever utilized by World, but thousands were. For many years, the business contended straight with Home Cost savings, WAMU, Countrywide and other financial organizations. Morningstar Inc. named the company’s founders, Herb and Marion Sandler, “2004 CEOs of the Year.” 2 years later, the bloom was off the rose. World’s moms and dad business, Golden West, was cost $24 billion to Wachovia Bank, with the Sandlers taking home $2.4 billion. This was their benefit for pioneering extremely risky pay-option home loans. Bloated with these properties, Wachovia was near collapse when Wells Fargo bought it in 2008. Unrepentant, Herb Sandler blamed the collapse on his banking rivals for perverting how pay-options worked.

Except for the freshly engorged CIT, all the previously mentioned have been delegated to the dustbin of savings and loan history, however not prior to their executives walked away with millions.

Other executives design their behavior after these sharks

Only this week did we reviewed the thousands of workers laid off by Microsoft, with a letter announcing the layoffs that began, “Hi there.” Not coincidentally, Steve Ballmer, who was Chief Executive Officer of Microsoft from January 2000 to February of this year, is apparently worth even more than $20 billion, regardless of a questionable record of business stewardship that saw Microsoft outmaneuvered by Apple, Google and Facebook during his tenure. With his personal war chest, Balmer has provided $2 billion to purchase the NBA’s Los Angeles Clippers, even more than 12 times the team’s 2014 incomes, an unprecedented appraisal. The norm is about six times profits. But for Balmer, it’s only counterfeit currency, which the public will ultimately end up coughing up in the form of higher ticket and concession rates.

Los Angeles is also the home of the storied Los Angeles Dodgers franchise business, which Frank McCourt bought for no money down in 2004. After running the team into the ground and making use of the team as his and his wife’s personal ATM, raising ticket and parking costs and alienating almost everybody in the storied company, the Dodgers applied for bankruptcy protection in 2011. In the 2012, Guggenheim bought the Dodgers for $2.15 billion, making McCourt a very affluent man.

So, the latest statement of another bank bargain or another executive being enriched, in spite of previous failings, hardly causes a stir any longer. In spite of their past abuses, excesses, errors and missteps – leading to unemployment anguish and ravaging financial losses for many thousands of individuals – zombie executives remain to feed at the top of the food cycle, impossible to exterminate.

Dodd-Frank and other well-intentioned regulations prepared after the Great Economic downturn are toothless tigers versus this unstoppable and pressing hazard.