This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
But in our experience, we’re seeing them efficiently transfer the creditrisk of assets, but keeping the customer relationship, it’s a very important distinction. Either you have the asset and the creditrisk, I would imagine. This is the product that, that allows them to transfer creditrisk.
And I also wanted to make sure that I was going somewhere that would really leverage the quantitative skills that I was acquiring at Chicago. Speaking of, of entertainment. What’s keeping you entertained? It’s not just entertaining, but it, you know, clears the cobweb out little bit.
And so, with this gave me exposure to everything from investment banking to retail, looking at like checking account campaigns, like how do you get more assets in the door to creditrisk. RITHOLTZ: … which people tend to ignore when things are pretty — let’s say, in 2007, a lot of people aren’t thinking about counterparty risk.
You know, people are comfortable, leverage builds. But there are so many tools at your disposal, and let alone how much duration you’re taking, how much interest, how much creditrisk you’re taking, illiquidity, et cetera. You know, the leverage in the system builds. What’s that process like?
And I think a lot of investors and, and lenders and really lost their way and agreed to terms and conditions that in under today’s market environment would not be acceptable levels of leverage that would not work. And, and as a result, there is a, a condition where there’s risks and opportunities in the current market.
So obviously, risk managers, you know, and CROs were very focused on how do we manage that risk and diversify that creditrisk that they were taking on in mid-market companies. Because you can’t lever it, you can’t lend it six times leverage today when the rates are 11 percent versus 6, right?
And up until that moment in time, we didn’t spend a lot of time on creditrisk in mortgages. We didn’t really have to model creditrisk because that was, that risk was taken by the agencies. But in these private labels, you had the, the market was taking the creditrisk.
And so I still believe, we still believe at PGM that investors are overpaying for creditrisk, whether it’s down the capital stack in a structured product, whether it’s, you know, single B versus a triple B as I think once again the recency bias aspect of it, right? One is that kind of broad kind of macro creditrisk.
We organize all of the trending information in your field so you don't have to. Join 39,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content