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Washington Mutual demanda a la FDIC por 17 billones US$ + daños

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Washington Mutual demanda a la FDIC por 17 billones US$ + daños
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Washington Mutual demanda a la FDIC por 17 billones US$ + daños
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#24937

Re: WMIH...empiezan las buenas noticias $1.68 (+52.73%)

Leete esto anda... así entenderas de lo que estamos hablando. Si no pillas quien es KKR y lo que le va a pasar a este valor es que simplemente estas jodido por ver que finalmente voy a llevar razón. Dejate de sermones y centrate en el mensaje que te estoy trasmitiendo. WMIH va a subir y mucho y no hablo de hoy sino a partir de la entrada de estos señores y con fecha de compromiso 30 de enero 2014 que está muy cerca del 19 de marzo 2014 fecha para trincar esos NOL´s y darles forma y estos son la creme de la creme haciendo fusiones y adquisiciones.

:) :) :)

The Debutants

"More Rumors About His Party Than About His Deals,” blared the front-page headline in the New York Times in late Janu­ary 2007. It was a curtain-raiser for what was shaping up to be the social event of the season, if not the era. By then, the buzz had been building for weeks.
Stephen Schwarzman, cofounder of the Blackstone Group, the world’s largest private equity firm, was about to turn sixty and was planning a fête. The financier’s lavish holiday parties were already well known in Manhattan’s moneyed circles. One year Schwarzman and his wife deco­rated their twenty-four-room, two-floor spread in Park Avenue’s toniest apartment building to resemble Schwarzman’s favorite spot in St. Tropez, near their summer home on the French Riviera. For his birthday, he de­cided to top that, taking over the Park Avenue Armory, a fortified brick edifice that occupies a full square block amid the metropolis’s most ex­pensive addresses.
On the night of February 13 limousines queued up and the boldface names in tuxedos and evening dresses poured out and filed past an en­campment of reporters into the hangarlike armory. TV perennial Barbara Walters was there, Donald and Melania Trump, media diva Tina Brown, Cardinal Egan of the Archdiocese of New York, Sir Howard Stringer, the head of Sony, and a few hundred other luminaries, including the chief ex­ecutives of some of the nation’s biggest banks: Jamie Dimon of JPMorgan Chase, Stanley O’Neal of Merrill Lynch, Lloyd Blankfein of Goldman Sachs, and Jimmy Cayne of Bear Stearns.
Inside the cavernous armory hung “a huge indoor canopy . . . with a darkened sky of sparkling stars suspended above a grand chandelier,” mimicking the living room in Schwarzman’s $30 million apartment nearby, the New York Post reported the next day. The decor was copied, the paper observed, “even down to a grandfather clock and Old Masters paintings on the wall.”
R&B star Patti LaBelle was on hand to sing “Happy Birthday.” Beneath an immense portrait of the financier— also a replica of one hanging in his apartment— the headliners, singer Rod Stewart and comic Martin Short, strutted and joked into the late hours. Schwarzman had chosen the armory, Short quipped, because it was more intimate than his apartment. Stewart alone was known to charge $1 million for such appearances.
The $3 million gala was a self-coronation for the brash new king of a new Gilded Age, an era when markets were flush and crazy wealth saturated Wall Street and especially the private equity realm, where Schwarzman held sway as the CEO of Blackstone Group.
As soon became clear, the birthday affair was merely a warm-up for a more extravagant coming-out bash: Blackstone’s initial public offer­ing. By design or by luck, the splash of Schwarzman’s party magnified the awe and intrigue when Blackstone revealed its plan to go public five weeks later, on March 22. No other private equity firm of Blackstone’s size or stature had attempted such a feat, and Blackstone’s move made official what was already plain to the financial world: Private equity—the business of buying companies with an eye to selling them a few years later at a profit—had moved from the outskirts of the economy to its very center. Blackstone’s clout was so great and its prospects so promis­ing that the Chinese government soon came knocking, asking to buy 10 percent of the company.
When Blackstone’s shares began trading on June 22 they soared from $31 to $38, as investors clamored to own a piece of the business. At the closing price, the company was worth a stunning $38 billion—one-third as much as Goldman Sachs, the undisputed leader among Wall Street investment banks.
Going public had laid bare the fantastic profits that Schwarzman’s company was throwing off. So astounding and sensitive were those fig­ures that Blackstone had been reluctant to reveal them even to its own bankers, and it was not until a few weeks before the stock was offered to investors that Blackstone disclosed what its executives made. Blackstone had produced $2.3 billion of profits in 2006 for the firm’s sixty partners— a staggering $38 million apiece. Schwarzman personally had taken home $398 million that year.
That was just pay. The initial public offering, or IPO, yielded a sec­ond windfall for Schwarzman and his partners. Of the $7.1 billion Black-stone raised selling 23.6 percent of the company to public investors and the Chinese government, $4.1 billion went to the Blackstone partners themselves. Schwarzman personally collected $684 million selling a small fraction of his stake. His remaining shares were worth $9.4 billion, en­suring his place among the richest of the rich. Peter Peterson, Blackstone’s eighty- year- old, semiretired cofounder, garnered $1.9 billion.
The IPO took place amid a financial revolution in which Blackstone and a coterie of competitors were wresting control of corporations around the globe. The private equity, or leveraged buyout, industry was flexing its muscle on a scale not seen since the 1980s. Blackstone, Kohlberg Kra­vis Roberts and Company, Carlyle Group, Apollo Global Management, Texas Pacific Group, and a half-dozen others, backed by tens of billions of dollars from pension funds, university endowments, and other big investors, had been inching their way up the corporate ladder, taking over $10 billion companies, then $20 billion, $30 billion, and $40 bil­lion companies. By 2007 private equity was behind one of every five merg­ers worldwide and there seemed to be no limit to its ambition. There was even talk that a buyout firm might swallow Home Depot for $100 billion.
Private equity now permeated the economy. You couldn’t purchase a ticket on Orbitz.com, visit a Madame Tussauds wax museum, or drink an Orangina without lining Blackstone’s pockets. If you bought coffee at Dunkin’ Donuts or a teddy bear at Toys “R” Us, slept on a Simmons mattress, skimmed the waves on a Sea- Doo jet ski, turned on a Grohe designer faucet, or purchased razor blades at a Boots pharmacy in Lon­don, some other buyout firm was benefiting. Blackstone alone owned all or part of fifty-one companies employing a half-million people and gen­erating $171 billion in sales every year, putting it on a par with the tenth-largest corporation in the world.
The reach of private equity was all the more astonishing for the fact that these firms had tiny staffs and had long operated in the shadows, seldom speaking to the press or revealing details of their investments. Goldman Sachs had 30,500 employees and its profits were published every quarter. Blackstone, despite its vast industrial and real estate hold­ings, had a mere 1,000 employees and its books were private until it went public. Some of its competitors that controlled multibillion-dollar companies had only the sketchiest of websites.
Remarkably, Blackstone, Kohlberg Kravis, Carlyle, Apollo, TPG, and most other big private equity houses remained under the control of their founders, who still called the shots internally and, ultimately, at the companies they owned. Had there been any time since the robber barons of the nineteenth century when so much wealth and so many productive assets had come into the hands of so few?
Private equity’s power on Wall Street had never been greater. Where buyout firms had once been supplicants of the banks they relied on to finance their takeovers, the banks had grown addicted to the torrent of fees the firms were generating and now bent over backward to oblige the Blackstones of the world. In a telling episode in 2004, the investment arms of Credit Suisse First Boston and JPMorgan Chase, two of the world’s largest banks, made the mistake of outbidding Blackstone, Kohlberg Kravis, and TPG for an Irish drugmaker, Warner Chilcott. Out­raged, Kohlberg Kravis cofounder Henry Kravis and TPG’s Jim Coulter read the banks the riot act. How dare they compete with their biggest clients! The drug takeover went through, but the banks got the message.
JPMorgan Chase soon shed the private equity subsidiary that had bid on the drug company and Credit Suisse barred its private equity group from competing for large companies of the sort that Blackstone, TPG, and Kohlberg Kravis target.
To some of Blackstone’s rivals, the public attention was nothing new. Kohlberg Kravis, known as KKR, had been in the public eye ever since the mid-1980s, when it bought familiar companies like the Safeway super­market chain and Beatrice Companies, which made Tropicana juices and Sara Lee cakes. KKR came to epitomize that earlier era of frenzied take­overs with its audacious $31.3 billion buyout in 1988 of RJR Nabisco, the tobacco and food giant, after a heated bidding contest. That corpo­rate mud wrestle was immortalized in the best-selling book Barbarians at the Gate and made Henry Kravis, KKR’s cofounder, a house hold name. Carlyle Group, another giant private equity firm, meanwhile, had made waves by hiring former president George H. W. Bush and former British prime minister John Major to help it bring in investors. Until Schwarz­man’s party and Blackstone’s IPO shone a light on Blackstone, Schwarz­man’s firm had been the quiet behemoth of the industry, and perhaps the greatest untold success story of Wall Street.

#24938

Re: WMIH...empiezan las buenas noticias $1.68 (+52.73%)

Para hacerlo breve, nosotros (WMIH) conseguiremos un valioso "capital partner" e "inversor estrategico" que tendrá un rol activo e importante para ayudar a WMIH "ejecutar su estrategia de adquisiciones". Este partnership será de largo recorrido y durará años.

Esta carta de intenciones de KKR valida considerablemente el valor de WMIH como vengo diciendo desde hace mucho. No me importa la cantidad de $$$$ que llegan ahora, pero mucho más la tremenda atmosfera financiera que incluye los expertos visibles en negocios que llegan a este invisible hasta hace poco valor WMIH y a la estrategia de adquisiciones.

El siguiente parrafo suscrito por Michael Willingham me hace sentirme muy satisfecho en lo que está por llegar. Mucha suerte para todos.

Michael Willingham, Chairman of the Company said, "We believe this investment from KKR will provide WMI Holdings with a compelling opportunity to create meaningful shareholder value. KKR has a global network of relationships, deep expertise in transaction execution, portfolio management, capital-raising, and operational improvement, and we believe a partner with these capabilities will augment our ability to execute on our stated acquisition strategy."Tagar Olson, Member and Head of KKR's Financial Services team stated, "As a firm that invests across a wide range of asset classes, we think KKR is well-positioned to serve as a long-term aligned capital partner to the Company. We are looking forward to being a strategic investor in WMI as the Company grows and diversifies its platform in the coming years. We believe there is a compelling opportunity to help build shareholder value as a significant investor alongside WMI's existing shareholders."

#24939

Re: WMIH...empiezan las buenas noticias $1.68 (+52.73%)

Es el momento de captar nuevos incautos antes del derrumbe, sigue dando bombo a estas acciones pero olvidate subidas como las de la antecesora WAMU, ya que no hay cache de negocio que lo respalde.

#24940

Re: WMIH...empiezan las buenas noticias $1.68 (+52.73%)

Date tiempo... mientras ya me cuentas desde ahora hasta 1 Febrero lo que ocurre.
Yo no malgasto más energias... estoy feliz con mi inversión y el tiempo me dará la razón.

#24941

WMILT Escrows

Manzana: Creo que te puede ser util esta respuesta

ilenes Monday, 12/09/13 11:16:03 PM
Re: yellow_seiko post# 391950

Post # of 391957

As you know Yellow, the money to pay the LTI comes from the various settlements and is paid in order of the waterfall. I believe that there will be enough to begin to pay the classes towards the bottom of the waterfall within the first two cycles of 2014. There is money already in the Lit. Trust, but the Trust is set up to retain a certain amount of money in it, and pay out quarterly any money it has over a set amount. Again, my calculations may be off and I readily admit this is my opinion, only.

Ilene

#24942

Re: WMILT Escrows

La accion en este momento esta sobre $ 1.75 a que se debe Sympson

#24943

Entrada de KKR como partner estratégico

Pptrueno: Lee con gusto.

http://seekingalpha.com/news-article/8396851-wmi-holdings-corp-announces-commitment-by-kkr-for-strategic-investment

Te resumo... ya tenemos el canalizador de operaciones para NOL´s y ahora vamos a hacer grande este pìnkie. Se han comprometido en invertir en distintas rondas preferenciales hasta $1 Billon... si eso nos ayuda a canalizar una capitalización masiva y viendo los potenciales múltiplos podríamos estar ante un valor con grandes posibilidades.

¿tu no vendiste no?

#24944

Re: Entrada de KKR como partner estratégico

¿Qué hace que KKR quiere invertir $ 1 mil millones en WMIH?
1. $ 6B NOLs para uso en el futuro? o 2.There son "miles de millones de dinero ocultas" que entra en WMIH? Me gusta la primera: NOLs, pero creo que la segunda: el dinero oculto. JPM + FDIC + GS recibió $ 300B activos de WM, dejó unos $ 6B NOLs, sin dinero WMIH no puede hacer uso de ella, que van a dar un poco de nuevo a nosotros. esto fue lo que hice yo compre WMIH. hay muchas ofertas que se harán en la puerta de atrás, nosotros no lo sabemos, sin embargo, algo así como la inversión de KKR nos sorprendió de pronto seguiremos. muchas cosas están planeando la puerta de atrás y nos valen algo, esperemos que no más "No hay un plan de negocios / no / no hay ingresos / activos y así sucesivamente". buena suerte a los largos.