JPMorgan Chase & Co.

Schneider, David

Yale University

Yale University EliScholar – A Digital Platform for Scholarly Publishing at Yale YPFS Documents Browse by Media Type 4-18-2006 WaMU JPMorgan and Chase Home Loans Discussion Board of Directors Meeting JPMorgan Chase & Co. David Schneider Follow this and additional works at: https://elischolar.library.yale.edu/ypfs-documents Recommended Citation JPMorgan Chase & Co. and Schneider, David, "WaMU JPMorgan and Chase Home Loans Discussion Board of Directors Meeting" (2006). YPFS Documents. 5144. https://elischolar.library.yale.edu/ypfs-documents/5144 This Document is brought to you for free and open access by the Browse by Media Type at EliScholar – A Digital Platform for Scholarly Publishing at Yale. It has been accepted for inclusion in YPFS Documents by an authorized administrator of EliScholar – A Digital Platform for Scholarly Publishing at Yale. For more information, please contact elischolar@yale.edu. • I Home Loans Discussion Board of Directors Meeting April 18, 2006 Confidential David Schneider President, Home Loans JP~ ~00690890 Table of Contents Home Loans Business Model Home Loans Strategic Positioning Shift to Higher Margin Products Reduce Earnings Volatility Continue to Attack Cost Structure Risks Summary - Next Steps Appendix - Project Plan April 2006 Board Meeting: Home Loans (Confidential) Page 2 3 4-5 6 7-8 9 10 11 Page 1 Financial Model Output pages - Model Output tab - second to last tab Key Performance Indicators and Model Assumptions - Assumptions tab -last tab Home Loans Business Model Tbe prime mortgage banking business model was built to talee advantage of large refinance cycles, and ;s not well positioned In more challenging environments. • "Mono-line" structure focused on low-margin, prime market segment - In 2005, 85% of production was Prime - <4% of production volume was sourced from Financial Centers • Goals were largely driven by overall market share growth - Attracted and retained a high producing and high cost sales structure - Pricing strategy targeted within top 3 • Profitability IS'dlsproportlonately Influenced by market factors - Fee-based (Gain on Sale) model dependent on market cycles for high returns, and is not consistent with low effICiency ratio - Volatile MSR contributed >50% of net income over last 2 years Tbe effects of the model have created unacceptable levels of volatility and risk for Washington Mutual. April 2006 Board Meel:ng: Home Loans Page 2 In 2005, 85% of production was Prime • 2005 volume by product (data behind slide) <4% of production volume was sourced from Financial Centers • FC first mortgage referrals (PFRs) was <4% of total origination volume $2488 • The amount of Home Equity product funded through the FCs in 2005 was $4.48, which is <4% of total LC Retail volume of $1038 In 2008, the LCs paired with the Retail 8ank are estimated to ~riginate $10.48 in the FCs, and another $5.78 which is generated by the PFRs • 28% of the total Retail volume in 2008 of $578 7% of total Production of $2328 Goals were largely driven by overall market share growth Market share slides (data behind slide) Confidential Treatment Requested by JPMC 2 Home Loans Strategic Positioning Home Loans Is accelerating significant business model changes to achieve conSistent, long-term financial objectives. • Shift from low-margin business to high-margin products • Reallocate risk from market-based to credit • Continue to attack the cost structure Q12006 Target Net Income Growth (from 01 2005) (90%) 10-12% Retum on Tangible Equity 5% -18% EfIlciency Ratio 91% <50% Net Cost to Hedge MSR (aMualized) $502M <$I00M April 2006 80lIIrd Meeti1g: Home loans Definition of High Margin Products Home Equity, Subprime, Alt A, Option ARM Historical net income: 2005 Actual: $1 ,235M • 2006 March Forecast: $323M ROE 2005 Actual: 26% • 2006 March Forecast: 7% Efficiency Ratio • 2005 Actual: 56% 2006 March Forecast: 82% Cost to Hedge • 2005 Actual: $621 M (pre-tax) 2006 M~rch Forecast (annualized): ($502M) Confidential Treatment Requested by JPMC Page 3 3 JPM_VV1100690893 Shift to Higher Margin Products 2005 WaMu Gain on Sale Margin by Produ~ In bps Gowmment 13 F~ed 19 Hybrid/ARM 25 ,.-.. -_._ ......... _ .. _ .. -!AIt A. 40i joPtion ARM 109! IHome Equity . 113! . Find I .' l~~~~~? ............... ~:?.1 $206B I % of High Margin Product· 49% WaMu Volume by Product $In binlons AAA 518 1'lIo $232B 82% •... :.::.:=-: ~[ ................ AltA 8ubprlme $TOB ~O'II. ._-----------------"---------------------------------------~----------------------------------~-----------------------Strategic Response • Refine distribution to target specific hgher-margln products -Subprlme, AltA, and Home equity , , I Execution • De-emphasize Fbced Rate and cease Govt • Deploy Ait A to RetaB and Wholesale d' II .• De-emphasize low-margin products by realigning Correspondent channel • Deploy Home Equity In Retail and Wholesale d • Leverage balance sheet advantage by Introducing a serles·of . Innovative products • Create a Home Equly Conduit • Develop a new product o Q206 o Q406-Q1 07 Grow market share In targeted product segments April 2006 Board Meeting: Home LOIIns (Confidential) Page" Shift to Higher Margin Channels %01 IndustrY Margin Compression In lips .Olrect !:lRetall III Broker ~ Correspondent 2003 2004 1HH05 SoUItIII: Sll'/IImor F.n 2005 ReSIns -, NOI1IIdz..s •• p.ctatlonl o 0' o o ~( :2005 Correspondent Product Mix Slnblmon. SoU'teS of Fixed & Qowmment Volume Retail ' $12 18% lMlolesaie $11 18% Consumer Direct $8 12% [~~.~~~~-.-:::::.-.-.-_-::::::I~:::':.-.J~~l COlTHpOndent Volume ~uct Fixed $28 74% G<Mmment $7 18% ARM-------------------------------'-f---------4% Option ARM $2 5% Conespondent channel produces dlsplOporUonate/y more FIxed and Government product _._.-. ___ • ____________________________________________ -----~------------~----------------------------------- ____ ewe_e. Correspondent Realignment Correspondent • Disproportionate generator of expensive MSR product • Traditionally low-f!'Iargln channel • Acquires ,customers that are out of Footprint • Limited cross-sell oppOrtunities, low retentIOn condult~' • Focus exclusively on hlgh-cnargln products • Highly Variable and more emclent cost structure • Leverage Capital Markets distribution and underwriting • FlexlbUity to manage volumes , o , o Execution • Focus Conduit on high-margin products ~ Subprlme • AltA • Home Equity • Reposition Correspondent channel • Leverage Consumer Direct to include : SUbprime 0' o o o " Realign Co"espondent tc? Conduit April 2006 Board Meetilg: Home LoaM (ConfIdential) r;I d o Q206 o Q306 o Q306 PageS Reduce Earnings Volatility Prime Home Loans Net Income. ... -o MSREarrings o (lpInII:ngEarrinp5 '004 2004 JOG4 <4004 1005 2005 3Q05 .. cos MSR 85 8 % of Shareholders' Equity (ldyelltencl) Countrywide WeDsFal\lO 31'110 ~t!l~gtoilMiijUai. • ...••.••.•• ~ .• JP Mlrgan Chase 6% Citigroup 4'110 BanI< of America 3'110 Golden West <1'110 ----------------------------------------------------------- --------------------------------------------.------_.-.-. MSR Risk Profile Execution (AI Of F.tm.Iary 2!. 2OOi) IJnpIIIid Ihrht Anrual • Elimhate excess service fee on Fixed rate d Principal Value (MY) H.tgII Cost "Cost to Current Risk PruDe aalaneit ISS) ISS) (SM) MV 0pdcIn ARMIARM $t23.5 $1.5 ($21) 1.4% • Price Fbced rate at highe, margin targets d' • Cease Govt lending In Retail a .... 'Mlole.a1e '{;/ • Negotiate 1/8 basis poiits service lee d' l;.;~~~m _______ mm_~;; ____ .. _m~; .. _m _____ :; .. _ .... _~~ S_ $28.' $0.2 (1) 0.5% Tc:tIII $600.6 $8.7~~ • Builclwfl<>l. loan portfolio • Evaluate sale 01 Govt a .... Fixed rate 00306 00306-0407 servicing 2008 _bma $410.6 $4.4 ($122) 2."" • 94% of hedge costs attributable /0 FIxed &rid Govt • Portfolio loans. $0 MSR Reduce MSR exposure, limit volatility and realign distribution AprIl 2006 Board Mell!t:i1g: Home lOIns 01 2005 and 01 2006 prime and all-in net income split • 01 2005 - $176M Operating 1 $151 MSR = $324M 01 2006 -$131M Operating 1 ($92) MSR = $38M MSR Comparison - % of Market Cap (data behind slide) Cease Govt Lending in Retail and Wholesale Retail is scheduled for 5/2/06 • Wholesale was on 3/15/06 1.'8 Basis Point w~1I be implemented in July 2006 Post Sales Dates· 0306 - $47.58 (GNMA) 01 07 - $137.58 (Fixed) :onfidential Treatment Requested by JPMC Page 8 6 Continue to Attack Cost Structure Industry Expense Trend _'Ioon Retail Wholesale Consumer D\ract stra1egic Response • COnsolilale lechnoiogy platforms • Pursue outsourcing and offshore opporlunlies • Enhance automated decision engile • Leverage s8.les and operations Infrastructure with Retal Bank Execution SIta consolidations 'fiI Business Process outsourelng r;t Integrate Latg Beach support functions r# Implement broker website r;t Implement new Loan Orgnation System mmm· -j~ Long Beach 0 In pOol COnsumer Direct 0 04 06 RetaO o 0107 Wholesale o 0207 Increase Loan COnsultant support for 0 Q2 06 Financial Cente.,. Enhance Enlerprlse Decision Engine 0 04 06 Further site consolidations o Ongoing Drive efficiency ratio to less than 50% April 2006 Board Meetilg: Home Loans (Confidential) Page 7 FTE Outsourcing. • 350 FTE offshored in 2004 • T argeti ng 1, 1 00 by end of 2006 • TSG support is an additional 60 Site Consolidations (see Quad 1-pagers by business unit in Appendix) Status of Long Beach pilot Active Loans: 107 Funded Loans: 2 Loans submitted (max in single day during pilot): 23 on 4/6/2006 Peak users: 41 LBM LOS First loan e-submitted via BFO: 4/11/2006 First loan funded and confirmed GL file received: 4/11/2006 Pilot is at Denver LFC. As of 4/10/2006, entire LFC is "up" on LBM LOS. Last code release into production (a pricing update, 5.6.6.3) done 4/11/2006. Loans Consultants....; 2,200 financial centers covered by year-end 2008 *Note1: The Stratmor study excludes Subprime *Note 2: A list of Stratmor Study company participants is behind slide Confidential Treatment Requested by JPMC 7 JPM ~00690897 Continue to Attack Cost Structure : ,:'rLFCS(13, o gervIdng S~ .. (I' ! 0 SeMcIng SItes 12' 1Ii'fmI. ~: ----------------------------------------------------------.----------------------------------------------------------Systems Consolidation Loan Origination beaAWertls MLCS Pronto -EmpowoF---lW'&-Mortgage gesJd:op ~ FIt_ch UnksS c:::> I Palisades Servicing I :y I c:::> I Fidelity Productivity Measures 2005 Total Colt to SeMce* $71 loans per SeNIcIng FTE"' 2,080 Retai C05Ilo C:ngmte $4,825 Retal - L..". per Oper'atlons FlO 8 V\h:J1esa1e Cost to Or1gNte $1,398 Wholesale - loans per Operations m 10 Conswne~ Dnd Cost to ()rigirme $1,408 Consumer Direct - Loans per Operations FTE 10 CVlftl SIMcv,ntI ~nr f*SlMCSIIP REin 200SrvII«f PriT» OII¥ 200Smeh:s~ IoIaICosrm s.tvb~, SU~. Home Ef1IJtrl .5&:u'm.MW!fU~~ Site and system consolidation wfll drive increased productivity April 2006 Board Meemg: Home Loans Date of Palisades full implementation """2oOi;," ~ -1,280 -~ ~ 19 ~ ~ '---Page 8 • The first phase of what is called the STeP program has been defined - it's the Palisades implementation for Consumer Direct slatted for 04 2006 • Retail - 1007 Wholesale - 2007 2008 Servicing breakout (Prime, Subprime, Home Equity) Loans per FTE Summary: 2006 2007 2008 Prime servicing 1,689 1,770 1,813 Sub Prime servicing 489 499 514 Home Eguity servicing 1,721 1,756 1,809 Total 1,450 1,338 1,287 Cost to Service (per unit) 2006 2007 2008 Prime servicing 76 69 69 Sub Prime servicing 207 197 187 Home Equity servicing 108 96 94 Total 85 87 91 Productivity Measures - 2005 and March 2006 Forecast for Prime only (behind slide) ::onfidential Treatment Requested by JPMC 8 JPM VV1100690898 Risks • Margin compression on current high-margin products • Transaction costs on Servicing sales • Organizational capability to manage credit risk • Successful' technology implementation - Enterprise Decision Engine at point of s~le - Loan Origination System in all channel~ • Organization's ability to execute on significantly accelerated"· pace" of change April 2008 Board Meetk1g: t:tome Loans (Confidential) General Discussion •::"::~~ ," .............. Page 9 Summary - Next Steps • Shift from low-margin business to high-margin products . - De-emphasize Fixed rate and cease Government - Realign Correspondent to Conduit - Invest in Direct-to-Consumer platform • Reallocate risk from market~based to· credit-based assets to . . reduce earnings volatility - Significantly reduce exposure to MSR - Market Government and Fixed rate servicing - Build Home Loans portfolio • Continue to attack the cost structure . Consolidate additional sites . Implement new Loan Origination System and enhance Enterprise Decision Engine -!-everage distribution in Financial Centers April 2008 Board Meetilg: Home loans . (ConfidentiaQ General Discussion Page fO JP~ ~00690900 Appendix - Project Plan RETAIL LONG BEACH WHOLESALE CONSUMER DIRECT CONDUIT/CAPITAL MARKETS SERVICING 02 2006 I· 03 Q4 01 04 I 01 2007 02 03 93'06 I· OewlDp n_ reaultinl strlltlllY lind trlllnlni prolrllms ..... Q<! 2006' First consolidation phase for H.Cs lind LFCs 1107 ,ProfIt-d-MIn comp plans ID the field :==========---:~/':'::0':""'17 ,New Intelrated POhnd LOS 2008 Q2 03 ...... ,...-___________ Th:..:.:.:.:IOII::."'II!:-'=::06:...:II::.:;nd=-.~07'_,_1' Selective market exits Q<! 2006 ,liFO Rollout and LOS Deployment 04 1008 LFC Consolidation I ~ pals by busin_lIne, WLC lind Brokr . I gl 2006 , Bundled HElOCs on wllmubrak ... com IIId Praml. llrokar Proaram I Q<! 2006 ,Standlliones Intraduced r:§i'7gJSlte dou-es: :I In Qo41006 I Q1 '08 I J In Q1 2008 QJ 1007 'LOS Implamentatlon Q1 200S , New product rollout 'i======.::::=:= Q4~20:::06:;::::;-:-ISU-;bpf-:-lm-e-lII-d7'AI:7t~A:-proc--essI"7'nl-CII-p-a7'bI::llt1:7es--"''':'=c=...J Q4 2006 I New Pr&ne LOS _..,..; 1=======--~~~7.-:~:-:~Q1 :Z::;:0:-;,07,-,IRobust IntemetSlte Q11007 ISlebel 7 ~lIde Q2 Z007 IAcqulsltion marketinl ececutton lind Upcraded telephony technolol:f I QZ 2006 '~!!IIUan Carr III Conduit I. Q41006 • 1007 , MSRSlIles I 941006 ,- Oewlop If: Conduit Team lind Corporllte Credit Approvals - Transfer Prfclnlllnd Capital '--___ 3..:..:=;....J _ Develop Portfolb and MSR Sales Capabilities - Reco.,im Market Risk Manlliament functions ~ ~ Implement OAS 91 2006 ISale of CRe I Q32006 I- Fusbn Completion - SlIle of GtfM SeNtcfnl - HE linellolln seMelnl cllpllbility I . Q11007 1 "" .. atlon of Chatsworth subprfme defeult servlclnllll Jacksanvflle I Q1 2007 I Sale of Fixed Rate loans . 92 1007 , CUslDdIaIStrlltef( '--_________________ Q::o..1:....:2:.:;OO:.:S'-"MI .. atIOR of Mil_uk .. functions III - JacbonvIUe and Florence April 2006 Board Meeting: Home Loans (Confldentllll) Refer to quad 1-pagers on each business unit (behind slide) JPM WM00690901 JP~ ~03088868 JP~ ~03088869 Permanent Subcommittee on Investigations Confidential Treatment Requested by JP~C EXHIBIT #4 (- Sales ) I I J I ( Sales ) I Sales ) I Sales ) I We Are ALL in Sales - . - 30 Be Accountable and Accessible 31 Confidential Treatment Requested by JPMC JP~_~03088873 Confidential Treatment Requested by JPMC 2007 Focus Areas Growth • Simple Loan Manager • WaMu Mortgage Plus • Expand Subprime • Grow Prime Sales Force • Expand Investor Sal~ capability Confidential Treatment Requested by JP~C JP~ ~03088874 35 Q&A 36 37 Confidential Treatment Requested by JPMC 

WaMU JPMorgan and Chase Home Loans Discussion Board of Directors Meeting

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WaMU JPMorgan and Chase Home Loans Discussion Board of Directors Meeting

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