No sooner does the OTS hint that it's ready to supervise previously unregulated mortgage brokers and bankers than it announces that NetBank has bitten the dust while under the watchful eye of the OTS. While the press release was terse, mainstream media reports shed more light on the downfall of one of the first "pure" Internet banks.
Federal regulators closed NetBank Inc.(NTBK), a $2.5 billion thrift based in Alpharetta, Ga., on Friday partly due to significant mortgage-related losses the company sustained in 2006 and 2007.
NetBank marked the largest bank to fail since since the early 1990s, which marked the end of the savings and loan crisis. The Office of Thrift Supervision closed NetBank at 3 p.m. EDT, the federal regulator said, and the company was immediately taken into receivership by the Federal Deposit Insurance Corp.
The OTS said weak underwriting standards, failed business strategies, and a lack of proper controls forced NetBank to suffer significant losses starting in 2006.
"They had significant problems with respect to loan underwriting, poor documentation, and a high amount of early payment defaults," OTS spokesman Kevin Petrasic said. "All of those factors led to fairly significant losses that increased substantially in 2007."
NetBank's woes have been evident for some time, and when, a couple of weeks ago, its sale to another (much more solvent and much less troubled) Internet bank, EverBank, fell through, many observers figured that NetBank's days were numbered. On the bright side, EverBank ended up with $700 million of NetBank's mortgages (it closed in July on the mortgage loan servicing portfolio of NetBank), and ING assumed $1.5 billion of NetBank's insured deposits in return for a 1% deposit premium and purchased another $720 million of NetBank's assets. The FDIC will retain $1.1 billion in assets for "later disposition" (at fire sale prices, we presume). Depositors owed $109 million in uninsured deposits will likely get a valuable lesson in why the average depositor should never, ever, keep deposits in a bank in excess of FDIC insurance limits. The heartless and the free market disciples call this "enforcing market discipline."
Will Chuck Schumer, Chris Dodd and Barney Frank be front and center with a bailout plan for the uninsured depositors? Stay tuned.
Banking crank consultant Bert Ely was once again front and center with his standard Monday morning (actually, Saturday morning) arm-chair quarterbacking.
Bert Ely, a banking consultant based in Alexandria, Va., said NetBank was in "deep trouble" before the subprime mortgage market's woes accelerated this year. Regulators, he said, "should have closed it a long time ago."
Easy for him to say.
Ely was right on the button with this comment: "While some Internet-only banks are successful, he said, operating one without retail branches can be a difficult strategy to maintain."
It's been evident since before the dot.com bust that the banking regulators were, to put it mildly, less than enamored of the "Internet-only" banking model. Running what amounts to a money desk is a tough way to go, especially where you rely on a cyclical income generator like residential mortgage lending. When you don't have a stable base of core deposits to stabilize your cost of funding, you can, like NetBank, get whipsawed. As I noted in June, the "monoline model" is a no-go (and all you Countrywide folks who wrote and razzed me over that previous post, you've since proved my point. I love ya', but your recent troubles are proof of the risks.).
In his speech of September 19, 2007, OTS Director Reich observed that liquidity and competition for deposits were matters on which the OTS was focusing.
For some of our lenders, the current concern is liquidity. Institutions selling loans to Fannie Mae and Freddie Mac are not greatly affected by current market conditions. However, as I mentioned earlier, the market for non-conforming loan products has weakened significantly, if not totally evaporated, the last several weeks. A number of institutions are re-evaluating their business strategies and OTS examiners are being vigilant to evaluate any changes.
The last area I want to mention is competition for deposits, which is strong in most large retail markets. Large organizations with effective marketing campaigns for deposits may cause other institutions to turn to more volatile—and potentially risky—funding sources. In this environment, contingency planning is essential. Thrifts must prepare for potential shifts in the markets. As a regulator, the OTS must ensure that the preparation is adequate. As recent events in the capital markets have illustrated, a solid foundation of deposits can provide stability during rocky times. Despite robust competition, the stability provided by deposits remains a positive force in the thrift industry, which has relied on customer deposits for liquidity since the first savings association was established in 1831.
Core deposits: Good. Money desk: Bad.
Brick'n'mortar branches: Good. Internet-only: Bad.
Buy'n'sell mortgage banking model: Bad (unless it's conforming product sold to Fannie Mae or Freddie Mac). Buy'n'hold: Good.
At least, that's the likely to be the company line until the next change in economic conditions.





















