that investment bankers rapidly acquire about any new industry. The Chief Credit Officer didn’t have a headful of difficult facts about the shaving industry: frightening new data about the popularity of beards in Germany or the rise of disposable razors in Scandinavian bathrooms.
On the contrary, his technique was simpler and more dazzling. He listened to the rest of us make our case, armed only with common sense and a kind of relentless scepticism. Any team working hard on a major project goes through waves of communal emotion before settling on a consensus position. In the case of this project, the Structured Finance team had come to be Believers and individual doubts faded away in the presence of so much confidence. The Chief Credit Officer, however, hadn’t been a part of the project team and even if he had been he was genetically inoculated against flightiness. He just sat and listened and disbelieved. In his presence all the stuff which had looked so good in a spreadsheet or loan prospectus simply sounded contrived and implausible.
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