"The trustee is supposed to step in, put its hands on the joystick, and make sure that everything doesn't fall apart."
— Christopher Peterson, a professor at the University of Utah's law school, on the clearer legal obligation of trustees to take action on behalf of MBS investors when the servicer fails.
"I would rather them not take on that kind of risk. … You should stick with your core skills."
— Rick Weiss, an analyst at Janney Montgomery Scott, in urging Sterling Bancorp in New York to think twice before pursuing acquisitions instead of focusing on the organic growth of its C&I niche.
"We have an appetite for that business because we like it. But at times, the competition gets a little frothy. … If we can't generate a return above our cost of capital, then our appetite for the volume actually slows down."
— Rene Jones, chief financial officer of M&T Bank, in discussing how banks' increasing flight to auto lending has driven down pricing.
"Every situation is different, and there's no book on what to do. … The company comes first … because suspicion and rumors are going to dominate, and if you don't fill the vacuum, somebody else will."
— Fraser Seitel, a public relations consultant, on the importance of providing a clear explanation when a senior executive abruptly leaves a company.
"We have banks with over 10,000 applications and redundant data. … They need to get out of these siloed, highly scaled, and inefficient systems."
— Mark Hurd, Oracle's president, pitching banks to adopt new technology that improves their holistic view of information.