What do hedge funds and private equity do? One path of investment is to acquire public companies and turn them private, or to invest in public companies that are in trouble and hope they turn it around. But increasingly, private equity and hedge funds are grabbing distressed businesses simply to extract the last bits of value and to abandon what’s left. As explained in this article, too often, when given the opportunity to turn a distressed business in the direction of modernization, hedge fund and private equity managers prefer to take out money than to invest enough to turn the business around. This is what has happened with Sears, in which a controlling interest was purchased by hedge fund ESL Investments. It failed. Toys ‘R’ Us was acquired by KRR, Bain Capital, and Vornado Realty Trust. It failed. It happened to Gymboree, another Bain Capital investment. It failed. It happened to Payless ShoeSource, owned by Blum Capital and Golden Gate Capital. It failed. It happened to Radio Shack, in which Standard General had a substantial interest. It failed. Twice. It happened to Fairway, owned by Blackstone. It failed. The same outcome fell upon The Limited, Wet Seal, Claire’s, Aeropostale, Nine West, Brookstone, David’s Bridal, and Sports Authority.At the end of my commentary, I shared these thoughts:
From the perspective of the hedge funds and private equity, these aren’t tragedies. These have been good investments. From the perspective of employees, customers, and the malls in which these businesses rented space, these transactions have been disaster. Granted, retail stores have faced competition from their on-line counterparts, but would not saving one of these retailers included plans to go online? That didn’t happen. It didn’t happen because the new owners preferred not to put in even more money but to take out what was left. Worse, according to investment officer Jack Ablin, “many private equity investors lack the expertise to make the shift from traditional retail to online commerce.” Yet, surely they had the money to hire people who had the expertise. They didn’t, because, according to that investment officer, those investors “were also reluctant to commit more capital for the long-term to transform these struggling retailers.”
I wonder how things would have turned out if tax cuts had not been handed out to these folks during the past two decades. I wonder if they would have had the resources to do what they have done, are doing, and intend to continue doing. Retail stores probably still would have failed – they have, for many decades – but the resources that remained would not have been channeled into the hands of those already drowning in wealth. Perhaps not as many stores would have closed. Perhaps not as many people would have lost jobs. Perhaps some businesses would have hired people willing and able to take them online.Now comes news, in a Philadelphia Inquirer report, that Sears is suing its former chairman, Eddie Lampert, and board members, alleging that they engaged in a scheme to transfer Sears assets to themselves and their hedge funds. In other words, they are being accused of what I described, namely, setting out to “extract the last bits of value and to abandon what’s left.” The amounts in question total in the billions of dollars. The cost, according to the complaint, includes creditors getting paid pennies on the dollars, job losses, and store closures. The hedge fund disagrees, calling the complaint “baseless” and “fanciful.”
There are many lessons to learn from these events. Sometimes learning a lesson is helpful for the future. Sometimes learning a lesson comes too late, and the future is altered forever, often in a bad way. Perhaps we have run out of time.
The allegations, if proven true, are astounding. Allegedly, Lampert directed employees to create misleading documents showing Sears on the brink of reaping “huge profits” when in fact it was losing billions of dollars a year. What is not disputed is that Lampert and the board paid $40 million to settle another lawsuit claiming that they sold Sears’ best real estate to another of Lampert’s businesses. Describing the transaction as “highly conflicted,” the Sears shareholders who sued predicted that it would ““plunge the company into insolvency.” Indeed.
Members of the board include the founder of an investment management firm, the president of a hedge fund, and the managing partner of another investment firm. Also on the board was Lampert’s college roommate, who is now Secretary of the Treasury. The reaction of Mark Cohen, director of retail studies at Columbia Business School and the former chief executive of Sears Canada, provides an insight into the sort of attitude being brought into government. He explained that “Lampert ran the company like it was a private company owned by him. But it wasn't private. It was very much a public company." Jordan Thomas, a partner at Labaton Sucharow and former Justice Department trial lawyer, put it this way: “For all of the directors, there will be an assessment of independence and whether they exercised appropriate fiduciary duty in making their decisions.” There’s the key phrase: fiduciary duty. Acting responsibly as a fiduciary is what too easily disappears when money accumulation for one’s self becomes the paramount goal.
The ability to engage in the sort of disruptive behavior by hedge funds and private equity firms that has afflicted the economy for the past decade and a half is significantly enhanced by the influx of money into that world caused by unwise tax breaks. Considering the damage done in the latter part of the last decade by these sorts of entities, the last thing that the Congress needs to be doing is to enact more and more tax breaks for their activities. The world is awash in capital, and owners of capital do not need more capital, other than to satisfy money addiction. It is time not only to repeal the unwise tax breaks but also to enact provisions to take back, and give to the 99 percent who don’t play these risky games, the tax breaks that ought not to have been granted. Considering how many members of Congress vote for these tax breaks because of “contributions” from the individuals who get the tax breaks, the return of the tax breaks are justified on the grounds that they were obtained not through the exercise of fiduciary duty by members of Congress but through the treatment of the federal government as a “private company” owned by members of Congress and other government officials.
Back in March, in Will Private Ownership of Public Necessities Work?, I issued a warning that at least some dismiss as over the top:
As companies merge, as hedge funds and private equity funds purchase companies, strip them of assets, and toss them aside, as local businesses are overwhelmed by national and global chains that give little regard to local concerns, as consumer choices are reduced because the number of providers from which to select decreases every year, and as private industry that cannot be held responsible at the voting booth becomes the replacement for government, the foundations of democracy will erode and the republic eventually will collapse.I stand by that prediction. Unfortunately, I fear that too many Americans will heed the warning signs about as eagerly as do the ones who, as described in this article, are “oblivious or disdainful” when they receive as tornado warning, at least until they’re being blown out of Kansas.