Caso Long-Term Capital Management

Among the PRMIA Case Studies, LTCM has some unique characteristics:

No US taxpayer money was involved in the rescue

No retail depositor’s money was involved or threatened

No politicians were involved

No laws were broken and no‐one went to prison

No‐one was fined or censured

No LTCM employee was indicted for fraud

No internal or regulatory authority audit report ever highlighted any risk, or operational,

concerns

Any losses suffered by LTCM professional investors were minor relative to their wealth

There was no proven, shareholder, or legal suites for any form of negligence or malfeasance

And no bankruptcies were declared

Not quite so unique about LTCM, was the hype and sensationalism created in the media by distorted

coverage about what was, essentially, an overreaction by many commentators to the usual and

known risks involved by anyone investing in high‐risk, potentially high‐reward strategies in the

wholesale markets. But when extremely large numbers are involved, and large potential losses,

linked with personalities of international repute, and in a climate of the unknown, it becomes

susceptible to easy, and headline‐grabbing, reporting.

So why is LTCM included as a PRMIA Case Study?

Because It offers an insight into the professional derivative markets of the 1990s, some of the

personalities and institutions involved, those who trade in those markets, some deep insight into the

trading strategies and dynamics of those markets, the motives and performance of the US

regulators, the rational and irrational behaviour of all concerned; but more importantly – the lessons

(which should have been) learned from the entire episode.

So what happened

The investment partnership Long‐Term Capital Management was set up in 1993 by John

Meriwether, previously a successful bond trader and then senior manager at the US investment

bank, Salomon Brothers. Meriwether recruited to LTCM, from Salomon and elsewhere, an

impressive team of experienced traders and specialists in mathematical finance. Much of its trading

was with leading banks, and it largely avoided risky 'emerging markets', preferring well‐established

ones such as those in government bonds of the leading industrial nations. The fund avoided

speculation based on hunches. It built carefully researched mathematical models of the markets in

which it traded, and invested in a way designed to achieve insulation from market movements,

seeking small pricing anomalies from which it could profit. Although it had to borrow large amounts

and commit money on a large scale to make an adequate return from these anomalies, LTCM

scrupulously measured and controlled the risks it was taking.

The investor’s who were attracted to LTCM’s business strategy reads like a “Who’s Who” of

professional and sophisticated investors who knew the risks involved, had committed both equity

and loan capital (locked in for perhaps 3 years with various contractual mechanisms to ensure no

quick flight of their capital), and, presumably had the approval of the investment committees of

their respective institutions. They included: LTCM partners (who invested $100 million); and other

whose investment totalled $1 billion; Liechtenstein Global Trust; Bank of Italy; Credit Suisse; UBS;

Merrill Lynch (employees' deferred payment plan); Donald Marron, chairman, PaineWebber; Sandy

LongTerm

Capital Management

Copyright ©The Professional Risk Managers’ International Association 2

Weill, co‐CEO, Citigroup; McKinsey executives; Bear Stearns executives; Dresdner Bank; Sumitomo

Bank; Prudential Life Corp; Bank Julius Baer (for clients); Republic National Bank; St John’s University

endowment fund; and University of Pittsburgh.

In total $1.1 billion was raised, and the transparency of their investment was provided by Monthly

Net Asset Valuations, Quarterly Balance Sheets, annual financial statements including full disclosure

of off balance sheet contractual positions, and periodic presentations to lenders concerning financial

condition and portfolio policy.

LTCM were strikingly successful from the start of trading in 1994 when it earned 28% after fees in 10

months. In LTCM's first two full years of operation it produced 43% and 41% return on equity and

had amassed an investment capital of $7.5 billion. The fund was closed to new investors in 1995. In

the last quarter of 1997 LTCM returned $2.7 billion to investors. Such numbers are quite startling,

but not especially so, considering the amount of capital involved, its corresponding leverage, and the

probably very high nominal principal amount of each trade chasing perhaps no more than a few

basis points per trade.

But it all started to go sour in the summer of 1998 because of unusually adverse market conditions.

There

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