Leverage | Above the Market
When I was *much* younger and a relative neophyte on Wall Street, the ”
carry trade”
was a new trader staple. It arose out of a 1985 agreement whereby the
U.S., Japan, the U.K., France and West Germany sought to lower the value
of the U.S. Dollar against the currencies of the other nations. It
almost seems quaint now.
Basically,
the trade involves a play on currency yields. It consists of borrowing a
low-yielding currency (in those days, Japanese Yen) and investing in a
currency that is offering a higher yield (in those days — hard as it may
be to believe now – typically U.S. dollars). The yield difference
provided the profit (after costs). Currency risk provided the largest
potential problem.
Most
traders saw this as easy money with low risk and “levered up” to give
the trade some real juice since the initial transaction itself only
yielded relatively small profits. Leverage was needed to accentuate and
accelerate returns. Thus a feedback loop of sorts was created and kept
repeating, with leverage extending to ten times and often much higher.
This trade was a consistent and enormous success for a number of years.
Iv-B speculation grew largely unmonitored because of weak I-O policing between countries, this high leverage crashed before reaching a ceiling because the Russian default reached its ceiling and collapsed. Financial instruments like these mutate in new innovation growing like weeds and collapsing when the resources are exhausted.
In 1995,
five years after the Nikkei 225/property bubble had spectacularly
burst, the Kobe earthquake hit. Japanese interest rates (which had been
inching down since 1991) fell below 1%, and the Yen became a funding
currency for various forms of speculation all over the world. At that
point, the Yen had been weak and kept on depreciating sharply
for several months relative to the USD. Still mixed and weak economic
data were coming out of Japan and short-term interest rates there were
0.25 percent while they were closer to 5.5 percent stateside. Massive
carry trade volume using the Yen led to sharp increases in leveraged
positions by traders who had been shorting the Yen to make the carry
trade bet.
But
then the Yen started to appreciate – by 9 percent in one month alone –
largely due to Russian debt problems — and the spread between Japanese
and U.S. yields tightened dramatically in a flight to quality and
liquidity. One piece of good news from Japan (the Japanese
government offered a plan to recapitalize its problem banks) and in a
matter of 72 hours the Yen had appreciated by another 12 percent. Julian
Robertson’s Tiger Fund lost $2 billion dollars in 48 hours on the Yen
unraveling.
LTCM lost
even more; it was forced to restructure its operations and was bailed
out via a deal brokered by the Fed (and its positions eventually wound
down over a year or so).
After
years of success, the carry trade death spiral was quick and violent
(only to be resurrected in various forms thereafter). Ongoing carry
trades unravelled as quickly as the Yen rallied; margin calls were
triggered, levered positions went belly up and the entire financial
system went into seizure. The Fed was forced to cut the Fed Funds rate
in between meetings by 75bp (in spite of still solid domestic GDP
growth) in order to avoid a financial meltdown, a collapse of U.S.
financial markets and a global recession. And, as always, the
principals in the trades kept asserting that the models were fine, it
was the markets (and the world) that were wrong.
In the roots and branches of trees there is little liquidity or water used, this is the nature of the structure to leverage this liquidity. When such a system collapses it then does not have enough liquidity to work without leverage. It is like hydraulics in nature, without the narrow and longer pipes hydraulics cannot move things faster and for longer distances.
Leverage
— like excessive speeds on the highway — kills and often kills
quickly. Whether that leverage is undertaken by hedge funds (as in the
example above, even though LTCM resisted being labelled a hedge fund),
Wall Street banks (think Lehman Brothers) or retail consumers (think
people with multiple investment properties in 2008), troubled times are
very difficult to manage by firms and people laden with excessive debt,
especially when the items purchased using the leverage (and acting
as collateral) are declining swiftly in value. And the more illiquid
they are, the worse the problems become.
1 Comment
Frances_Coppola about 6 hours ago