Quote from SethArb:
what I would like to know is
A: if REFCO had not gone through the IPO
and private buyout prior to this ... would
anyone have been wise to what was going
on behind the scenes, and if so would it have
made any difference ?
in other words ... does becoming a public company
place extra "faith" on how that company is run
as opposed to a privately held company ?
oh ... I second the "close this thread" idea
or at least see if we can change the name on the thread to something else.
According to the news sources and press release on Monday when the Refco problem first become news, it seems that Refco discovered the problem itself, through an "internal review". Now, it is consistent with TH Lee's philosophy of disclosure, a lesser firm would have tried to coverup (i.e., Enron and MCI), and would have caused (probably) the complete destruction of the entire company. By going disclosing, and immediately distance the firm from Bennett, this gave the firm a fighting chance. However, with the recent corporate scandals, the markets are not in a forgiving mood (and nor should they, IMO).
I doubt this would come to light if Refco remained private. I was partner, and a member of the executive committee at a private firm a couple of years ago, and the weekly exec committee meetings focused mostly on client and operations, not on the financing transactions that the CFO have to do. Once in a blue moon, I ask about the servicing of sub-ordinated debts, but that's about it. The atmosphere was a relaxed and trusting one. I trust the CFO to do his job in keeping the corproate afloat, having the cash for operations, and have audited numbers (simple audits for private entities), and like wise, he trusts me in running the daily operations, the customer servicing, and resolving any client problems. The level of scrutiny is much less with a private firm. I could have gotten away with far more than I would have be able to at a public firm (an ibank that I was a part of before).
For instance, if I want to check with compliance at the private firm, I would just walk over to the compliance officer's office and strike up a conversation, no records, no written, nothing really. I could have claimed that the conversation never happened if I wanted to cover my tracks since there was no record. However, if I wanted a compliance officer in an ibank to see if what I am going to do is compliant. Here comes the documentation, the official compliance memorandum, the official written description of what I am going to do, and signoff from the compliance person, the head of the business unit and me, and then the follow-up and documentation after the trade, the checks and balances is much more structured in a public firm.