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KeyCorp's deal to buy First Niagara is a return to significant M&A for a company that has long been content to stay on the sidelines. But getting such a deal approved is tougher than ever, and will test Beth Mooneys regulatory juice.
October 29 -
Just two years ago First Niagara Bank was under intense pressure from investors to find a buyer or expand into a faster-growing market. But its new CEO, John Koelmel, resisted and now, with two out-of-state deals under his belt and the war chest to do more, he's transforming his upstate New York thrift into a regional power.
December 1 -
The company's $800 million goodwill impairment charge may reflect macroeconomic factors, but also likely resulted from a purchase of HSBC branches two years ago. Other banks are unlikely to face the exact same issues, observers said.
October 24
What a long, strange trip it has been for First Niagara in Buffalo, N.Y.
The $39 billion-asset company's
First Niagara's narrative has run the gamut of issues, ranging from growing too fast and the trials of the financial crisis to a leader's suicide and suffering from the rising cost of technology. To be sure, First Niagara final years were anything but boring.
The drama began in August 2003 when, under the leadership of then-CEO Bill Swan, First Niagara
Paul Kolkmeyer succeeded Swan and, in January 2004, John Koelmel had become the company's chief financial officer. Koelmel's hiring was notable since he would eventually usher in a period of accelerated growth and subsequent upheaval.
Koelmel's ascension to CEO took place in December 2006, when Kolkmeyer was forced out. It didn't take long for Koelmel, once managing partner of KPMG's Buffalo office, to put his stamp on the company. After about nine months on the job, he
The deal was small, but it was the first of many increasingly aggressive deals for Koelmel.
In April 2009, First Niagara agreed to
The buying spree initially received kudos from investors, and American Banker named Koelmel one of its community bankers of the year in 2009.
"I enjoy playing offense," Koelmel said in his
Koelmel kept looking to score baskets, all the while taking bigger shots. In August 2010, he agreed to pay $1.5 billion for the $8.7 billion-asset
As is often the case for serial acquirers, the last deal pushed First Niagara over the edge.
HSBC put
The branch deal, combined with another round of domestic and global upheaval, would bring about Koelmel's demise.
First, the European debt crisis emerged in late 2011, not long after First Niagara announced the HSBC deal. Koelmel had planned to finance the deal by selling branches and issuing up to $1.2 billion of equity and debt. But
The Justice Department then
The overall math didn't work in First Niagara's favor, given that the company, which bought the HSBC deposits for a 6.7% premium, ended up selling divested deposits to Key at a 4.6% premium. First Niagara would later report quarterly losses and
Koelmel acknowledged that he was taking a beating.
"Have we been kicked around a little more by the Street? Yes," he told American Banker in a
Even First Niagara's fellow Buffalonians couldn't resist taking a shot at the bank's troubles.
Robert Wilmers, the longtime chairman and CEO of Buffalo's largest banking company, M&T Bank, wrote in his March 2013 shareholder letter that
Only a few days after Wilmers' letter was released, Koelmel was
"Our sense was that the company under Koelmel pursued growth for the sake of growth," Citigroup analyst Josh Levin wrote in a research note at the time.
Though it took them
Barely a month on the job, Crosby unveiled a plan to spend $200 million to $250 million to
Analysts openly wonder why First Niagara, which was still reeling from Koelmel's buying binge, would take on such an ambitious effort rather than look to spread out the cost over time.
"Nobody is undertaking a company-wide [overhaul] to their entire platform the way First Niagara is," Damon DelMonte, an analyst at Keefe, Bruyette & Woods,
Crosby was likely left with no choice but to tackle the technology issue in one fell swoop, Matthew Schultheis, an analyst at Boenning & Scattergood, said in an interview Friday.
"It's obvious by the depth of what they were going through that they had not made the proper systems investments," Schultheis said. "It was preventing them from efficiently delivering product."
Still the surprises kept coming under Crosby, with perhaps the worst news tied to the HSBC branch deal. Last October, First Niagara
Less than a month later, the company
The problems continued early this year. In February, First Niagara said that it had
First Niagara was ultimately done in by problems of its own making, Schultheis said. It appears that Crosby and the First Niagara board came to the conclusion that it would take too long to fix the myriad issues and that it was time to throw in the towel.
"This is a company that doesn't really have great return-on-assets metrics and it doesn't have a tremendous outlook for earnings growth," Schultheis said. "When that happens, you stop being able to justify your independence."