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Posts Tagged ‘Hank Paulson’

An (almost) affordable electric car

Tuesday, December 8th, 2009

The other day, I took a spin around your nation’s capital in what is being touted as the first affordable electric car that will find its way onto America’s roads.

Not, it’s not the Chevy Volt, the Nissan Leaf, an import from BYD or Tata or a down-scaled Tesla. It’s the Coda, the product of a southern California startup with an unusual business model and some big-name investors.

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My chauffeur was Kevin Czinger, Coda’s hard-charging CEO (no pun intended), about whom more in a moment. Czinger wants to build Coda Automotive into an American car maker that looks more like Apple or Dell than GM, Ford or Chrysler.

Coda’s impressive array of backers includes Hank Paulson, the former treasury secretary and CEO of Goldman Sachs; Thomas “Mack” McLarty, Bill Clinton’s former chief of staff, whose family owns auto dealerships; John Bryson, the former CEO of Edison International; and Tom Steyer, the well-respected founder of Farallon Capital Management. (more…)

Hank Paulson on climate: Regulate!

Monday, January 12th, 2009

Hank Paulson was relaxed, and why not? For a change, the treasury secretary wasn’t on the defensive about failing to save Lehman Brothers, or changing direction on TARP. Instead, he was expounding on a favorite topic: saving the planet from the threat of climate change.

Ever the loyalist, he praised President Bush for insisting that any solution to the climate change problem be global, including China, India and the rest of the developing world.

But in his last week in office, he also broke with the Bush administration to say that the U.S. needs a regulatory scheme that will put a price on carbon dioxide emissions. The Bush team has argued that voluntary actions will do the job.

“I’m a big believer in price signals,” Paulson said. “This will lead to the development of new technologies.”

Accompanied by his wife, Wendy, Paulson spoke this afternoon at Resources for the Future, a widely-respected nonprofit research outfit that analyzes environmental and energy policy. He knows the group well and, in fact, last year hired one of its top economists, Billy Pizer, to lead environmental initiatives at treasury.

Phil Sharp, a former congressman who’s now president of RFF, interviewed Paulson. He asked whether Paulson favored a carbon tax to regulate GHG emissions or a cap-and-trade system that would auction or allocate permits to pollute. Paulson declined to say, although he did allow that he had told government officials in China that cap-and-trade has been an effective way from the U.S. to regulate other pollutants, like SOX and NOX from coal plants.

“All you’re going to get from me at this juncture is that you need clear price signals that are predictable and gradual,” Paulson said. “I want something that’s fair, credible, efficient and transparent.”

“Depending on how things get done, it may be a distinction without a difference,” he added, referring to the choice between a carbon tax or cap-and-trade.

Of course, the Bush administration and outgoing Congress gave us neither.

Still, as Paulson noted, the administration has shifted the global debate over climate change in a useful way, persuading other western countries that the developing world – China, India, Indonesia, Brazil and the rest – needs to sign onto a global treaty to regulate greenhouse gas emissions. The failure of poor countries to sign onto the Kyoto treaty is one reason why it was rejected by Congress a decade ago.

Developing countries need to be part of a post-Kyoto treaty, he argued, even though they emit much less CO2 on a per capita basis than do the U.S., the EU and Japan.

Developing countries can be asked to slow the rate by which they increase emissions, even as wealthy countries are required to reduce emissions, dramatically but gradually, on an absolute basis.

“Anything we do, it needs to be global,” Paulson said. “Otherwise we’re going to export our emissions (actually, the industries that generate the emissions) to other countries.”

Paulson also gave the administration credit for supporting a global clean technology fund, administered by the World Bank, that will help poor countries afford clean technology. The fund, for example, would subsidize clean energy projects so they would be no more expensive that conventional fossil fuel projects.

“There is no way that we are going to solve the enormous problems we have before us without the deployment of a great deal of new technology,” Paulson said, meaning many billions of dollars of new investment are needed.

The former CEO of Goldman Sachs, Paulson has long been an environmentalist. He’s an avid bird watcher and the former chair of The Nature Conservancy, and his wife runs a small environmental NGO. I profiled him last September for FORTUNE and came away impressed by his energy, brainpower and courage. Whatever you say about his handling of the financial meltdown—and it will take time to arrive at a measured judgment—I think he’s always acted with the best interests of the populace in mind, despite the criticism that he’s been too quick to bail out Wall Streets and too slow to help the little guy.

What’s next for Paulson? He wouldn’t say, other than to suggest that he’ll be spending a good chunk of his time on the environment.

“All I can is I’m going to take some time and plan the next steps,” Paulson said, glancing towards his wife. “Wendy’s been not just a partner but the leader here. The two of us will figure out what the next step will be when it comes to conservation and the environment.”

A crisis is a terrible thing to waste

Monday, December 1st, 2008

After a long day on the conference circuit, I can report that the mood among business people is simultaneously grim (because of the economy) and hopeful (about the Obama administration and his economic team.) Today, I heard from, among others, Hank Paulson, Tom Friedman, Madeline Albright, management guru Jim Collins, Fred Smith (founder and CEO of Fedex), Ed Rendell and Carol Browner—how that’s for name dropping?—and chatted informally with a bunch of senior business execs at the FORTUNE 500 Forum and an earlier lunch at the Center for American Progress. The theme that’s emerging is the headline of this blogpost: That a crisis is a terrible thing to waste. That quote, by the way, is variously attributed to economist Paul Romer, Merck’s CEO Dick Clark, Obama aide Rahm Emanuel and Eric Schmidt of Google and it has become the cliché of the moment.

Some highlights from the palaver:

Paulson, as usual, stuck to his script, even during an unscripted q-and-a with FORTUNE’s Andy Serwer. He sounded less optimistic than he has before—clearly, he won’t be around as Treasury Secretary for long enough to see his tireless efforts to stabilize the financial system lead to a broader economic recovery. His “crisis” argument is that we need to better regulate financial institutions like hedge funds and instruments like derivatives, and come up with ways that unwind non-bank institutions so that future bailouts can be avoided. Paulson said, “We need to get to a place in this country where no institution is too big or too interconnected to fail.” He was quite gracious in his praise for his successor, Tim Geithner.

Friedman did his “green is the new red white and blue” shtick very well—hey, he’s been on tour for three months, he said, for his new book, Hot Flat and Crowded (which I liked but not as much as I wanted to). The Timesman cautioned that the economic crisis ought not to be used for government spending programs, even “green” ones, unless they lay a foundation for future growth. “We are charging this bailout on our kids Visa cards,” he said. “We owe it to them to spend the money wisely.” Friedman also said he was “disgusted” by the performance of auto executives who came to Washington on private jets to ask for government help, without a turnaround plan. “The term bail more than bailout represents how we should be thinking about them,” Friedman said. Ouch.

Albright, interviewed at a FORTUNE dinner at the state department, said bluntly, “I don’t think I’ve ever seen the world in such a mess.” (“That’s a diplomatic term,” she added.) She identified Pakistan as the hotspot that most concerns her because it has nuclear weapons, extremist groups, poverty, corruption and a weak government. (I won’t bring that up tomorrow, when I’m having dinner at the Pakistan Embassy.) But she, too, sees hope amidst the gloom: “Barack Obama’s election is the most amazing thing that could have been done for Brand USA.”

Rendell, the Pennsylvania governor, had a “green” idea that was new to me: Permanently ground the NY-D.C. airplane shuttles and replaed them with speedier Amtrak service. (Planes use more fuel and generate more greenhouse gases than do trains.) A side benefit: “Getting rid of the shuttle would ease congestion at LaGuardia, Newark, Philadelphia and BWI,” he said. He also said he’d heard that you can microwave tires to generate energy, to which Browner replied: “Don’t try that at home.”

Collins delivered a great talk on managing through turbulence at the FORTUNE forum that I won’t try to summarize. He did speak, as he often does, about the importance of core values—to companies and to people. “Those who prevail have a set of values that they go back to, no matter what the world throws at them, and they are not negotiable,” he said. The irony is that those who understand that their values trump even the need to survive have the best chance of coming through hard times. A company’s values and purpose, Collins said, provide “the answer to the question, why is it important that we continued to fight.?” He quoted advice given to him after he lost an academic job by management guru Peter Drucker: “The question is not how do you survive? The question is, how do you make yourself useful?” His final words to the crowd: “Go out and make yourself useful.”

Finally, I moderated what I thought was a lively discussion about energy policy at the FORTUNE forum with FedEx’s Smith, former Bush administration energy official Andy Karsner, Glenn Prickett of Conservation International and Shell Oil president Marvin Odum. There was a surprising degree of unanimity around what the Obama energy policy should be: figure out a way to put a price on carbon emissions (most favored a carbon tax over a cap and trade system), set stricter national standards for building and appliance efficiency, provide longer-term tax breaks for renewable energy and electric cars, and invest more in basic research. It was interesting to me to hear that degree of support for government regulation from a panel that (I’m guessing) was made up of three Republicans and one Democrat. Smith was the only one of the group I’d never met before, and I was impressed; he’s really thoughtful about the question of what markets can do well, and what they can’t, and has devoted lots of his own time to studying energy issues. I’d quote some things he and the others said but I’ve yet to learn how to moderate a panel and take notes at the same time. Happily, no one said that a crisis is a terrible thing to waste.

Paulson, China and climate

Sunday, September 21st, 2008

Since returning from the Beijing Olympics last month, Hank Paulson has been a nonstop crisis manager. (I don’t think he’s had a day off.) But when we spoke back in August, and again a couple of weeks ago, we spent some time talking about a couple of his long-term passions: China and climate change.

Paulson’s take on China and climate are the topic of today’s Sustainability column. These issues will matter when Wall Street settles down—as it will one day, although probably not anytime soon. Here’s how the column begins:

Treasury Secretary Hank Paulson has careened from crisis to crisis lately, backing the Bear Stearns rescue, engineering the government takeover of Fannie Mae, refusing to commit taxpayer money to save Lehman Brothers, and Friday announcing a massive program to help banks offload mortgage-related assets.

When he hasn’t been fighting fires, Paulson, the former chief executive of Goldman Sachs (GS, Fortune 500), and his team at Treasury have been working on two big, long-term issues that matter to him, and should matter to all Americans – U.S. relations with China and climate change.

They are intertwined, of course. Without the support of huge, rapidly-developing nations like China (and India), there’s no way that Europe, Japan and the U.S. can drive a global consensus to curb global warming.

You can read the rest here.

It will be a fascinating week in Washington, by the way. President Bush, Paulson, Ben Bernanke desperately want to get their big Wall Street rescue package approved but because the Democrats who control Congress know that, they will try to load up the legislation with their own proposals, some related, some not—including relief for individual homeowners (probably not a good idea), curbs on executive pay (a good idea, but can it be imposed effectively from Washington?), maybe the production tax credit for renewable energy (crazy that this didn’t pass long ago) and who knows what else. The Republicans in the House, many of whom are already disgruntled with Paulson and Bush and their activism, will be very unhappy but likely irrelevant. As I said, it will be a fascinating – and historic – week.

Hank to the rescue

Tuesday, September 16th, 2008

What an incredible time on Wall Street. I’m no expert on the markets, so please don’t ask me how and when the tumult will end. But I’ve spent some time lately with treasury secretary Hank Paulson, and some of his key people, so I can offer some insight into how the former Goldman Sachs CEO is approaching the toughest challenge of his career. The cover story in the current issue of FORTUNE is my profile of Paulson, called The Power of Paulson.

You will hear debate about whether Paulson has made the right moves this year—brokering the sale of Bear Stearns, taking over Fannie Mae and Freddie Mac, refusing to bailout Lehman Brothers. It all seems ad hoc and in a sense it is—there is no formula for dealing with a crisis like this one. But I came away from my time with Paulson convinced of two things. First, he’s about as apolitical a figure as you will find in Washington, and he is committed above all to doing what he thinks is right for the country. Second, he has the right personal qualities for the task that confronts him—brainpower, energy, integrity and a deep knowledge of the capital markets. You can’t ask for more than that.

I did two long interviews with Paulson, watched him testify before Congress, saw him speak a couple of times and read a bunch of his other speeches. No question he has a big ego—most CEOS (or former CEOs) with a net worth of $500 million or more do. Yet he also questions himself (in a good way), listens very well and worries (again, in a good way) about whether he is doing the right thing. This mix of ego and self-doubt seems to work very well for him.

Paulson has great relationships on Capitol Hill, although he isn’t warm or endearing in that Bill Clinton buddy-buddy way. “He got over his need to be liked a long time ago,” one of his top aides told me. Yet he is well-liked because he’s a straight-shooter and his basic decency come across. Democrats say he’s the star of the Bush cabinet—his fans include Barney Frank, who’s in the thick of this crisis as the chair of the House Financial Services Committee, Charlie Rangel, and Chuck Schumer. One Washington insider told me that Paulson is usually the smartest person in the room anytime he’s leading a meeting—except if Barney Frank is there, in which case it’s a tossup.

Several other things I learned that didn’t make it into the story: (1) How Paulson and his crew including the FHFA regulator Jim Lockhart run Fannie Mae and Freddie Mac will be key to ending the housing market collapse, which is at the heart of the credit crunch, which is at the heart of the capital markets turmoil. (By the way, my friend and former colleague Joe Nocera had a great analysis of the crisis in The Times today.) The failure of Fannie and Freddie would have been catastrophic, which is why Paulson stepped in. But operating them won’t be easy. If Fannie and Freddie are too loose with credit, making the equivalent of subprime or no-doc loans, U.S. taxpayers could end up footing a big bill. On the other hand, if they are too conservative, not enough money will flow into the housing market, mortgage rates will rise and housing prices will keep falling—exactly what we don’t need. Somehow Paulson will have to find a way to achieve the competing goals of protecting the taxpayer and fueling a rebound in housing.

(2) Paulson, to his credit, has been pushing for a thorough revamp of how financial markets are regulated. His blueprint for the regulation of capital markets hasn’t gotten a lot of press (it’s complicated and kind of boring) but you can’t accuse him of careening from crisis to crisis without paying attention to long-term solutions. In fact, he told me: “I actually think the blueprint is the most important piece of work that’s been done here.

(3) Don’t expect him to stay until 2009. He will not say publicly that he is definitely leaving in January, so long as the markets are tumultuous, and he apparently has good personal relationships with both Obama and McCain, But I’m told that he isn’t comfortable with their economic policies. McCain’s faux, anti-Wall Street populism rankles Paulson, I was told. And, unlike Obama, Paulson is a strong believer in free trade. So someone else will be on the Treasury hot seat come next January. We’ll be lucky if whoever takes over is as good as Paulson.

By the way, there are some terrific pictures of Paulson in the print edition, including a classic from his days as an All Ivy-league guard at Dartmouth. Here’s how the story begins:

On the first Saturday in September, tropical storm Hanna dumped torrential rains on Washington, D.C., keeping most of the city’s residents indoors. One of them was a weary Henry “Hank” Paulson, Secretary of the Treasury, who arrived at his office at 7 a.m. Paulson had been working long hours without a day off for weeks, and the night before he’d been awakened by a phone call just after settling into bed. “I don’t know how he got my number,” Paulson says cheerfully, “but Barack Obama woke me up at 10:30, and I was on with him for about an hour.” There had been plenty to talk about.

By then Paulson had put the finishing touches on his plan for a takeover of Fannie Mae (FNM, Fortune 500) and Freddie Mac (FRE, Fortune 500) – the most sweeping government intervention in the financial markets in years. Paulson and his team had fired the CEOs of the once-formidable mortgage giants and recruited replacements. All that was left was to summon their boards to ratify the deal. As rain pounded on the skylights of the 139-year-old Treasury building, Paulson worked the phones, as he often does, lining up support. He had a long talk with John McCain and Sarah Palin, another with Nancy Pelosi, explaining the takeover. Twice he spoke with President Bush, giving him progress reports.

That evening Paulson had planned to celebrate his 39th wedding anniversary with his wife, Wendy. “We were going to go out to dinner, but we were too tired,” he says. “She cooked me an omelet.”

Such is the grueling, not-so-glamorous life of the former CEO of Goldman Sachs (GS, Fortune 500), whose biggest worry, before accepting the job of Treasury Secretary in 2006, was that he would not be able to make much of a difference. Boy, was he wrong about that.

You can read the online version here.