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Are You Still Wasting Money On _?_.jpg The story of how every bank he owns lost money as the crash unfolded, including a $1.3 billion hedge fund. Credit: The Wall Street Journal Finance has often been a complex business. The number of people involved every day is staggering, with hundreds of thousands of people each day having little to no control over their spending.

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This issue is best illustrated in the story of Mr. Clemens, a former managing partner at Citigroup who as head of US government securities was bailed out by a law firm paid by JP Morgan and is now working on a book on New World Order called Stuxnet. Mr. Clemens’s personal wealth and work as a writer, researcher and consultant have shown him a tremendous amount of interest in big business. The banks that kept him afloat failed.

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He describes his belief that public money is a waste of what the private sector will produce. His work is probably the most widely read by almost any venture banker while a contributor to Forbes. Mr. Clemens’s career as a public official has come under fire this past year for raising concerns about his ability to serve his nation’s interests. It has led the U.

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S. Federal Communications Commission, a U.S. regulator, to dismiss him and require him to cease operating. Next month, he is running for vice president.

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His campaign is based on a similar story. Yet the big banks that kept him afloat have the same system. When a government agencies like the Federal Deposit Insurance Corporation had their operating budget cut, it was not until 1999, when the Federal Reserve system suddenly began to shrink, that the agency finally began to gain strength. The answer began with the bailout of the First National Bank of the Great Depression, which allowed the insurance industry to collect a hefty credit union loan rather than risk a crisis, freeing up millions of lives. The restructuring of the giant credit insurance industry failed, not because of higher premiums but rather because of an accounting fraud committed by the insurance sector late and late.

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Critics, including the New York Times, argue that after the rescue the old rules were pulled, allowing securities firms, like UBS, to maintain an edge. They say they do their best to keep their jobs at the highest level available, when demand for government contracts is so strong that they can effectively draw people and goods from the lower classes to the economy. Under UBS, so-called “shoe-shop” firms like Bear Stearns may have provided millions of jobs but the bank’s profits didn’t grow at such a rapid pace as with the First National. Also, like large corporations, banks had little chance to find loans that would stimulate business. And, like large public companies, they were required to recruit bankers with enough experience to fill such roles.

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But according to the 2007 Federal Reserve Bank of New York study, the problems grew so large that the banking system started to lose credibility because of excessive borrowing costs and other factors. Since the Lehman Brothers and other high-end collapses, borrowing costs like those created by Lehman have risen nearly to levels not seen in years. Today, as I write this, the problems that were fueled by the economy and the economy’s reliance on the public sector have significantly reduced savings and increased reliance on the private sector. So, the president is trying to avoid a disaster. But the rules to change are particularly troubling.