May 4, 2024

Edward M. Kresky, 88; Calmed Fiscal Panic

The cause was heart disease, his wife, Mary, said.

Mr. Kresky, a former aide to Gov. Nelson A. Rockefeller, was among the first appointments made in June 1975 to the newly formed Municipal Assistance Corporation, a money-borrowing state authority cobbled together that spring by the Legislature and Gov. Hugh L. Carey to calm a spreading, and mostly justified, panic in the financial markets about the city’s solvency.

The new corporation, which would soon be known as “Big Mac,” was authorized to borrow billions of dollars to pay the city’s short-term debts, keep services going and restructure the financial burden it had accumulated over decades. In hopes of quelling the panic, the state packed the board with financiers of the highest standing on Wall Street. Further reassurance came in the form of a novel financing proposal made by Mr. Kresky.

 The plan was to sell bonds on the tax-free municipal bond market, even though investors were risk-averse by nature and repelled by the city’s crisis. Mr. Kresky, who headed the municipal bond department at his banking firm, Wertheim Company, became the M.A.C.’s unofficial ambassador to those most important, and skittish, of Big Mac’s customers.

At Mr. Kresky’s suggestion, the M.A.C. secured its loans, and overcame market fears, with a guarantee considered fairly unusual at the time: M.A.C. bondholders were promised that city sales tax revenues would be used to pay them first, before any other city expense was addressed. Eugene J. Keilin, the authority’s executive director in the 1970s and ’80s, said Mr. Kresky had seen the strategy applied successfully in other municipal crises, though not in one of such magnitude.

Serving on the board for 12 years, the last eight as vice chairman of the M.A.C., under Felix G. Rohatyn, Mr. Kresky was also a kind of point man in the state capital, drawing on his experience there under Governor Rockefeller as he negotiated for legislation to keep the M.A.C. afloat, said Mr. Keilin.

By 1987, when Mr. Kresky resigned from the M.A.C., the authority had sold more than $4 billion in bonds. The city was on the mend, though Big Mac would borrow a total of $10 billion before it was shuttered in 2008.

“They were a brain trust, the most intelligent finance minds of their time,” said Mitchell Moss, a professor of urban policy and planning at New York University who has studied the history of the M.A.C. “When they were appointed, remember, the term ‘investment banker’ carried an aura of great integrity and respect.”

Edward Mordecai Kresky was born in Brooklyn on Aug. 15, 1924, one of three sons of Henry and Celia Kresky. His father was a physician. After graduating from Erasmus Hall High School, he attended Cornell University, but left to serve with the Army in Europe, as an infantryman during World War II. He later completed his course work for a bachelor’s degree at Cornell and received his Ph.D. in political science at New York University in the 1950s.

Mr. Kresky was twice a deputy to William J. Ronan, the former dean of the graduate school of public administration at N.Y.U.: first when Mr. Ronan was named Governor Rockefeller’s chief of staff in 1959, and later when Mr. Ronan was made chairman of the agency that was a precursor of the Metropolitan Transportation Authority.

Mr. Kresky is survived by his wife, who worked in the Rockefeller administration as an intergovernmental assistant; their daughters, Ann Banegas and Susan Gallwey; and five grandchildren.

Donna E. Shalala, the secretary of health and human services under President Bill Clinton and now president of the University of Miami, served with Mr. Kresky on the M.A.C. board in the 1970s, while she was teaching political science at Columbia University. Like many of the others on the board, she said, Mr. Kresky was defined by his generation.

“They were all from a generation of financial leaders who grew up in New York,” Ms. Shalala said. “In the crisis, the reason they were able to calm the rest of the financial community wasn’t just their expertise. It was because they clearly loved the city. They had a real passion for it. They were going to save it.”

Article source: http://www.nytimes.com/2013/01/31/nyregion/edward-m-kresky-88-calmed-fiscal-panic.html?partner=rss&emc=rss

Ramon Fernandez, French Point Man, Keeps Out of the Limelight

Mr. Fernandez, the director general of the Treasury within the Ministry of Economics and Finance, has already been through a similar crisis-management exercise. When Standard Poor’s cut the top credit rating of the U.S. government in early August, most of the French elite were on vacation.

To prevent the American crisis from sending a financial tsunami across the Atlantic, Mr. Fernandez scrambled on a summer Saturday morning to organize a series of emergency calls with his boss, Finance Minister François Baroin, and others in the circle of main policy makers.

Later that day, Mr. Baroin appeared on French television to question the validity of the U.S. downgrade. Mr. Sarkozy interrupted his vacation in a show of engagement. But behind the scenes, it was Mr. Fernandez who took on the heavy lifting.

It was not the first time in the two-year European crisis that Mr. Fernandez has been at the center of the storm. And it will not be the last.

As France and Germany take the lead in trying to keep the euro together, Mr. Fernandez has emerged as one of the top power brokers in Paris, advancing the French position on a range of issues, including the banking sector’s participation in a Greek bailout, the creation of a rescue fund for troubled countries and the recent deal to shore up the foundations of the euro currency union.

So much confidence has been placed in Mr. Fernandez that the French press have started calling him the “guardian of the triple-A.” At 44, a youthful technocrat whose soft blue eyes belie an inner sang-froid, Mr. Fernandez chuckles about the nickname with an almost embarrassed air. “I’m a civil servant,” he says demurely. “I do what I have to do.”

What he must do now could prove crucial to how France bears the brunt of the shock should the country be downgraded. Because the event has been widely telegraphed, Mr. Fernandez and other officials do not expect the impact to be devastating. Still, it will probably make it more expensive for France to service its debt, and more difficult for the Europe-wide rescue fund — of which France is a major backer — to operate. That could renew tension between France and Germany over how to manage the problem.

Indeed, For every photo opportunity in which Mr. Sarkozy and Chancellor Angela Merkel of Germany trumpet a new step forward in the euro crisis, Mr. Fernandez has spent countless hours behind the scenes with the other go-to man on the French team, Xavier Musca, Mr. Sarkozy’s chief of staff, and Berlin’s point man, Jörg Asmussen, the deputy finance minister, smoothing rough patches in the sometimes testy French-German relationship.

Meanwhile, Mr. Fernandez exchanges e-mails frequently with officials at the U.S. Treasury Department to keep current on developments across the Atlantic. His ability to parse mind-numbing financial issues better than nearly any other French civil servant helped French leaders look smart during the meeting of the Group of 20 leading economies that France hosted this year.

For all of his responsibilities, Mr. Fernandez barely registers on the public radar. That is the way he likes it. In a country where discretion is a highly prized commodity, his effectiveness comes from operating in the shadows.

“Ramon is the right man in the right place,” said Christine Lagarde, who worked with Mr. Fernandez until last summer, when she resigned as the French finance minister to become the managing director of the International Monetary Fund. “He is smart, experienced, a good negotiator, but also a critical part of a close-knit network of advisers to the leading political figures.”

In December, Mr. Sarkozy made Mr. Fernandez a chevalier of the French Legion of Honor, calling him a pillar in the management of France’s future.

Article source: http://feeds.nytimes.com/click.phdo?i=566bea3a7e8309ef73dd176707558aac