10.01.2013

Distressed Debt Investing: Puerto Rico

The topic on everyone's minds these past few weeks in distressed debt land has been Puerto Rico. While yields on traditional muni land paper have come in quite a bit over the past few weeks, I am going to go out on a limb and suggest, for the benefit of the doubt, PR will be a topic that we will be talking about for a LONG TIME. Frankly, the situation is bad (not to mention the forced selling aspects of when certain issuers lose their IG rating). The sheer amount of debt is staggering and we are not just talking about COFINA or PREPA or an off the run situation like the University of Puerto Rico but also all the PR based corps as well as the implications for the monolines.

We've started doing a lot of work at Reorg Research on Puerto Rico given these wide ranging implications and the sheer complexity and richness of its capital structure. Our first piece, one that we've been thinking about to introduce the legal ramifications of the case (we have a number of lawyers on staff now) I've reproduced below. Enjoy!

The 'Cracks' of the Bankruptcy Code? The Ambiguous Status of Government-Related Entities in U.S. Commonwealths

Recent attention on the precarious situation of Puerto Rico's economy has raised questions regarding the impact of Puerto Rico's status as a commonwealth territory on Puerto Rico's recourse to United States bankruptcy law.

Puerto Rico, like the United State's other commonwealth, the Northern Mariana Islands, is subject to the jurisdiction of the federal courts and are covered by the bankruptcy code. This is formalized in the code, which defines "United States," (when used in a geographical sense) to include "all locations where the judicial jurisdiction of the United States extends, including territories and possessions of the United States." As a result, "persons" domiciled in or with assets in Puerto Rico can be debtors under the code, just like persons in the fifty states.

Interestingly, the drafters of the code have not extended this equal treatment to chapter 9. Political subdivisions of "states" may file for chapter 9. The definition of "state" in the bankruptcy code "includes the District of Columbia and Puerto Rico, except for the purpose of defining who may be a debtor under chapter 9 of this title." According to Collier's, this exception "has the effect of preventing political subdivisions, agencies and instrumentalities of the District of Columbia and Puerto Rico from being debtors in chapter 9 cases." Under section 109(c), only a municipality is an eligible debtor under chapter 9, and that term means a political subdivision, agency or instrumentality of a state. For this purpose, "state" is limited to one of the 50 states of the United States.

It is also worth noting that the states and commonwealths themselves are not eligible to file for chapter 9 because they are not "municipalities" and only "municipalities" are eligible for chapter 9. According to the federal courts' "bankruptcy basics" page the definition of municipality, "is broad enough to include cities, counties, townships, school districts and public improvement districts. It also includes revenue-producing bodies that provide services which are paid for by users rather than by general taxes, such as bridge authorities, highway authorities, and gas authorities." But, there is simply no procedure in the bankruptcy code to deal with the insolvency of a "state" itself.

Another important limitation on government-related entities' recourse to bankruptcy law stems from the code's definition of who is a "person." Only "persons" can file for chapter 7 and chapter 11 relief. The code defines the term "person" to include "individual, partnership and corporation" but not "governmental units." "Governmental units" means "United States; State; Commonwealth; District; Territory; municipality; foreign state" and also any "department, agency, or instrumentality of the United States . . . a State, a Commonwealth, a District, a Territory, a municipality, or a foreign state" (emphasis added).

As a result of the above, the United State's commonwealth territories - Puerto Rico and the Northern Mariana Islands - are in the odd position that both their municipalities and their "governmental units" cannot file as debtors under any chapter of the bankruptcy code. Adding further confusion, there is no bright-line test as to whether a government-related entity is or is not a "governmental unit" for purposes of the code.

All of these factors were on display in a recent case from the Northern Mariana Islands. The Northern Mariana Islands Retirement Fund filed for bankruptcy on April 17, 2012, describing itself as a "public corporation and autonomous agency of the Commonwealth established pursuant to Public Law 6-17 to provide retirement security and pensions to the employees of the Commonwealth government." At the time of its filing, the fund estimated it was only 32% funded due to a "perfect storm" of factors including "the failure of the Commonwealth's central government and autonomous agencies to remit full employer contributions; a difficult investing climate over the most recent three to  four years; and a benefit structure that has been continuously increased and made more generous by the Commonwealth government without a corresponding increase in funding to the Debtor to cover increased costs," combined with the Commonwealth Government "declaring payment holidays, diverting earmarked revenues from the Debtor and reducing contribution rates for the Commonwealth Government, its agencies and political subdivisions." The fund estimated that it would deplete its assets by July 2014 and thereafter would be "unable to provide any level of benefits to current and future Beneficiaries."

Despite the extreme financial predicament of the fund, a variety of parties - including the Commonwealth Government and the United States Trustee's office, as well as individual retirees - moved to dismiss the bankruptcy, asserting the fund is an instrumentality of the commonwealth government and therefore a "governmental unit" not eligible for relief under chapter 11.

The fund's omnibus response to the motions to dismiss included the following arguments: The fund lacks traditional government powers and does not conduct traditional government  functions; the commonwealth government does not actively control the fund; and congressional intent requires an "inclusive" approach to eligibility. Interestingly, the fund also argued there was no "satisfactory alternative" to bankruptcy because it is not eligible for chapter 9 relief as a municipality of a "State" due to the definition of "State" in the bankruptcy code. The only alternative for the fund, according to its response, is receivership and receivership is not an alternative to bankruptcy since receivership would "essentially constitute a liquidation" and lacks the protections of the bankruptcy code that help debtors achieve a "fresh start." A footnote in the fund's response states that, if denied bankruptcy eligibility, it would "fall between the cracks" of the bankruptcy code.

Judge Robert J. Faris sided with those seeking to dismiss the case and ruled that the fund was ineligible to be a debtor. Judge Faris rejected an "alternative relief" test which would have looked at the fund's non-bankruptcy alternatives. He called this approach, "completely unmoored from the statutory text." Faris concluded that the key question is whether the fund is an "instrumentality" of the commonwealth but found dictionary definitions of the term "instrumentality" lacking a plain meaning. Instead, Faris relied on legislative history and concluded that the intent of Congress was to define "instrumentality" broadly so long as the relationship between the entity and the government is "active...in which the department, agency, or instrumentality is actually carrying out some government function." Faris concluded that "providing compensation and benefits to government employees is a quintessential government function." The opinion also relies heavily on the fact that the fund's plan serves only government employees and retirees, and that the Commonwealth has "significant ongoing influence over the Fund." Judge Faris contrasts this with a Third Circuit decision in the Nortel case that ruled that a UK entity established by the government to guaranty obligations of failed private pensions plans was not a "governmental unit." Faris distinguished Nortel because in that case the fund "was funded entirely by private employers and benefitted only nongovernmental employees."

The Northern Mariana Islands Retirement Fund case is notable because it shows the precarious situation of government-related entities in the United States' territories. Judge Faris showed no inclination to look at the non-bankruptcy alternatives available to the fund, and instead relied on a the text and legislative history of the bankruptcy code to decide whether it was a "governmental unit." However, it is unclear if the drafters of the bankruptcy code truly intended to leave "governmental units" in the territories ineligible under both chapter 11 and chapter 9. The consequence for the Northern Mariana fund was drastic. Various retirees sued both the fund and the Northern Mariana Islands government and the result is a recent settlement agreement whereby the fund is being taken over by a receiver and retirees will face haircuts to their benefits.

For more information on Reorg Research, please visit our site here: Reorg Research or request a trial here: Reorg Research Trial Request


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8.17.2013

Off Topic: On Starting a Company

I was looking through the blog today for an old post, and I was surprised to realize that my last original blog post was March 14th, 2013. I've tried my damnedest to put some unique content ever few weeks and promise you I will do a better job in the future. I truly apologize for the lack of content.

March 14th, despite being a little over only 150 days ago seems like an absolute eternity. Since then, my wife has given birth to our second child (healthy baby boy), my mom has had brain surgery (battling breast cancer), and I've worked harder than I've ever worked starting a company. I've debated for some time in writing post below and decided to finally pull the trigger.

As many of you know, Reorg Research spawned from a problem that has plagued distressed debt investors, restructuring bankers, and lawyers for a long time. Principally, there was an incredible amount of time wasted navigating archaic tools to get information on bankruptcy proceedings. Whether it be claims agent sites or PACER, following multiple dockets was an inefficient process in which time could be better used actually analyzing information versus finding information. I believe, and our customers will attest, that Reorg Research is by far the easiest way to stay up on many cases at any one time on a near real time basis. I haven't logged in PACER in 7 months and couldn't imagine having to go back to the old fashioned way of tracking cases whether they be bankruptcy, adversary proceedings, patent litigation, anti-trust, etc.

Since then, Reorg Research has grown and matured our news, reporting, and research into something that I am EXTREMELY proud. We constantly hear how great our content is relative to our competitors and we strive to constantly improve our offering. I like to tell people one of my favorite things to do is read disclosure statements. When friends / family outside the distressed world ask me what our company does, I respond by saying "We are the world experts on corporate bankruptcies and distressed debt." I stand by that.

Reorg Research is not what this post is about. This post is about 3 lessons I've learned starting a company. I could probably expand this list into many many many more things I've learning via mistakes, failures, etc, but I think this list of three are paramount to building a successful organization.

Lesson #1: Hire well. Hire meticulous.

While this is really two lessons, I think it is amazingly important to starting a company. As an example, let's say you are a new organization with 5 employees. If just ONE of them is bad, productivity decreases by 20%. Further, the founder and the remaining 3 employees need to pick up the slack and therefore their core roles are compromised.

Hiring is by far my most important job. It's not even close. People argue raising capital is an important aspect of building a company. My retort is capital is plentiful while talented, excellent, tenacious, and loyal people are rare and seemingly impossible to find.

We interview LOTS of people for each job that we are hiring. The combination mentioned above (talented, excellent, tenacious, loyal) is hard to find but finding that person that can fit with your team takes a meticulous process that is rigorous but at the same time fulfilling.

My staff is EXCELLENT. I would put my team up against any out there.

Lesson #2: You have to be obsessed with what you do. 

I'm sure everyone has heard this one in the past. You have to like what you do to be successful at it. I take that a step further. You have to be obsessed with it.

Starting a company is hard. The amount of small things to do to get a company off the ground is comical. Did you know you need to keep I-9s in a different folder than other employee files? It never ends and only builds up as your company grows.

I love distressed. I love bankruptcy. As some of you have seen, my first slide whenever I teach a class on distressed starts with a slide that reads: In 20 years, what's most likely to be around? Google, Facebook, or bankruptcy.

I am the guy that gets jazzed up by marshaling issues in OSG, or deficiency claims in Cenage, or litigation value in TCEH. I'll read a filing and send off emails at ungodly hours and then people look at me strangely the next time they see me. "Are you ok?" they ask. Of course I am - Wasn't that filing I sent you AMAZING?

The days are long and to get through them you can't just love what you do. Not just that (adding a rider to Lesson #1), the people around you have to also love what they do. These are people you will bounce ideas off of and spend long long hours with and that rapport by relishing in a common topic / theme / subject / task makes the days go by easier.

Lesson #3: The reason why so many start ups fail is that they can't get to or don't know their customer

We are a B2B start up. Our customer are hedge funds, investment banks, asset managers, law firms, restructuring advisors etc. The blog, DDIC, and the network they provided and I built since 2009 was invaluable to getting momentum for Reorg Research's offering which in turn increases word of mouth effects which in turn gives you more momentum.

People often ask me if I started the blog knowing Reorg Research was an ultimate goal. The answer is no. I started the blog because I love bankruptcy and distressed debt and a friend sent one of my early stories to a WSJ editor who linked to the blog and the rest is history. But the network that was built by the connection with other like minded people that love what we all do on a daily basis was priceless.

If you are thinking about starting a company, do whatever you can right now to start getting in front of customers. Start a Twitter feed, start a blog, optimize your LinkedIn profile, go to networking events, etc. It doesn't matter.

The reason this is so important, outside of the revenue / growth aspects, is that if on Day 0 (not even Day 1), you can't get solid and critical feedback from a handful of potential users, you are going to have a heavy uphill battle. The alpha for Reorg Research was ready for testing in 4Q 2012 where 10-20 close friends and readers of the blog got to test drive the system and crush me with their feedback . The site looks and functions infinitely better because of that feedback.

If you are considering starting a company (or fund for that matter), I would suggest you read this book: http://www.amazon.com/The-Four-Steps-Epiphany-Successful/dp/0976470705/ref=pd_sim_b_9. It's one of the few books I can say really changed the way I view successes and failures of the business / start up world.

Appendix

One of my employees has been tasked with yelling at me if I am not writing blog content on a more regular basis. While I can't promise I will be penning as many pieces I did in the past, I will do a better job of getting emerging manager interviews, legal pieces, and conference notes up on the site. Now back to that Cengage DS!


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7.15.2013

TMA NY NextGen Event: The Shipping Industry - Navigating Distressed Waters with Wilbur Ross

Next week, Wednesday July 24, the Turnaround Management Association's New York group of young professionals, NextGen, is hosting what I think is going to be a fantastic event: a networking and education breakfast on the shipping industry with an elite panel including Wilbur Ross.

The number of distressed situations we have seen in shipping is only increasing and given the richness of each situation's capital structures, distressed debt investors have spent significant time learning the dynamics of a very complicated industry. I personally think that certain parts and verticals in the shipping industry will produce amazing returns for patient investors over the coming years.

Moderated by David Hilty, MD at Houlihan, panelists include:

  • Wilbur Ross, WL Ross & Co
  • Paul Leand, AMA Capital Partners
  • Lisa Donahue, AlixPartners
  • Steve Hannan, Evercore
More details and registration for the event can be found here:


I'll be in attendance and hope to see you there!



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6.18.2013

Reorg Research Job Posting

As most of you are aware, Reorg Research was announced a little over three months ago. I have been extremely grateful for the blog's readership that has allowed us to tailor and grow a product that is meeting the needs of the buy side and sell side community in both making their lives easier in following bankruptcy dockets and alerting them of our proprietary news, intelligence, and research on distressed situations that is moving markets. Feedback has been overwhelming positive and we plan to continue to build out our product offerings and coverage. With that said, we are hiring a few more distressed debt research analysts to our team.

The ideal candidate will have 2 years working in restructuring at an investment bank or as a desk analysts at a broker-dealer covering distressed situations. He/she should be conversant and be able to analyze intricacies of legal documents including credit agreements, indentures, asset purchase agreements, etc. This person should have strong communication skills and be able to set up to the plate when we require more writing than just pumping out excel models.  And this person should  want to be part of a growing team that is building something great from the ground up.

Our material is read by the vast majority of distressed hedge funds and distressed trading desks across the Street in addition to many law firms, FAs, and other professionals in the restructuring community. This is an opportunity for a few enterprising candidates to get their name out there in the distressed community with the eventual goal to move to the buy side at an elite fund.

To apply, please send your resume and a 2-3 paragraph investment write-up to recruiting@reorg-research.com. If you have any questions on the role, you can reach out to me specifically (hunter [at] distressed-debt-investing [dot] com)


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5.23.2013

Reorg Research Coverage of Rescap PSA

Because of Reorg Research's technology, our subscribers will be among the first to receive and review bankruptcy dockets in a litany of cases. Likewise, our reporters, analysts and I have first mover advantage in analyzing key documents in cases. We put out stories on developments in bankruptcy cases, whether for new docket filings or for court proceedings, before other services on the market. And I take pride in the depth of our analysis, about which we've heard unanimously positive feedback.

Here is our piece on Rescap's PSA that was filed shortly after the PSA hit the docket. Enjoy!

Ally Agrees to Pay $2.1B in ResCap Settlement

Residential Capital’s former parent Ally Financial agreed to pay a maximum of $2.1 billion in order to free itself from potential litigation after ResCap’s bankruptcy process has been completed.

ResCap filed the previously announced plan service agreement, the “global agreement”, the former mortgage servicer reached with Ally and multiple constituents after months of negotiations.

Ally will increase its contribution to the ResCap’s estate by $1.35 billion over the amount agreed to in the PSA to a total of $2.1 billion comprised of:

  • $1.95 billion in cash
  • $150 million from a settlement between Ally and its insurers (paid no later than Sept. 30, 2014), for any Director and Officers or Errors and Omission claims
The Ally Contribution, per the PSA term sheet, is capped at $2.1 billion. In exchange Ally will receive, among other things, ResCap releases and third party releases in favor of Ally. The releases do not release any claims against Ally held by the FDIC.

The contemplated plan provides for partial consolidation (for distribution purposes only) of ResCap’s estate into three groups (1) The ResCap debtors (which includes the holding company, GMAC Residential Holding Company, LLC, and GMAC-RFC Holding Company, LLC), (2) the GMAC Mortgage debtors (includes GMAC Mortgage, LLC and its direct and indirect subsidiaries), and (3) the RFC debtors (which include Residential Funding Company, LLC and its direct and indirect subsidiaries.) Plan distributions will be funded by a combination of $4.5 billion in proceeds from previous asset sales, assets remaining in the estate, the Ally contribution with certain security litigants and borrowers receiving distributions through three trusts.

Key points from the PSA also include that the creditors’ committee and supporting parties will support a partial paydown of no less than $800 million of the 9.625% junior secured notes due 2015 secured claim, provided that Ally is paid prior to any such paydown of the JSN secured claim in cash in full satisfaction of the outstanding Ally loan. The PSA term notes that the “Plan will provide payment in full on the Effective Date of the allowed prepetition claims of the

Junior Secured Noteholders” and that “The Plan will provide that the Junior Secured Noteholders are undersecured and not otherwise entitled to payment of any post-petition interest."

Also party to the settlement, Paulson & Co. may not seek to terminate this agreement if Wilmington Trust ceases to be a party to it.

The breakdown of the distributions to unsecured creditors is as follows:
  • Holders of allowed private securities claims will get their share of $225.7 million
  • Holders of allowed borrower claims share $57.6 million
  • Holders of allowed NJ carpenters claims share $100 million
  • Allowed estate unsecured claims at ResCap debtors get their pro rata share of available unsecured assets totaling $752 million
  • Allowed estate unsecured claims at the GMACM debtors share in $600 million
  • The allowed estate unsecured claims at the RFC debtors receive unsecured assets valued at $789.6 million
A Liquidating Trust will be established: Assets of this trust will include the Ally Contribution and Rescap’s remaining assets. From the term sheet: “Holders of allowed unsecured claims and the Private Securities Claims Trust will receive units of beneficial interests in the Liquidation Trust (“Trust Units”),allocated in accordance with the treatment under the Plan and the Allocation Percentages set forth on Annex I.

Of particular note, the senior unsecured notes claim recovery will be $351.4 million versus an allowed claim of $1.003 billion.

The plan shall provide for the allowance, priority, and allocation of the monoline claims, as follows:
  • MBIA claims fully and finally allowed as non-subordinated unsecured claims of $719 million against the ResCap Debtors, $1.45 billion against the GMACM debtors, and $1.45 billion against the RFC debtors.
  • FGIC claims shall be fully and finally allowed as non-subordinated, general unsecured claims in the aggregate amount of $596.5 million. The settlement and release of FGIC’s ResCap-related insurance indemnity obligations pursuant to the FGIC Settlement Agreement shall be approved by the bankruptcy court, by separate 9019 motion, and by the FGIC Rehabilitation Court
Conditions of the plan include court approval of the disclosure statement and the RMBS Settlement, a preliminary hearing for which takes place today. In addition, a termination even includes “the Examiner’s Report is disclosed to any party on or before the Bankruptcy."

Court enters the PSA Order;” From the PSA Term Sheet “The Examiner Report shall be sealed through and including the earlier of (a) the date the Bankruptcy Court approves the Plan Support Agreement, and (b) July 3, 2013, provided that if the Plan Support Agreement is terminated, the Examiner Report may be filed publicly the next Business Day after the effective date of such termination.”

PSA milestones include:

    July 3 - deadline to file plan and disclosure statement, receive court approval of the PSA

    Aug. 19 - court approval of a settlement agreement with FGIC and RMBS trustees

    Aug. 30 - approval of adequacy of disclosure statement

    Earlier of 30 days post-confirmation order and Dec. 15- plan effective date

Prior to the closing of ResCap’s court-approved asset sales, the company and its non-debtor affiliates operated the fifth largest mortgage servicing business and the tenth largest mortgage origination business in the U.S., according to the company description in the PSA.

For those looking for more information on Reorg Research and our product offerings, here is a direct link to our trial request: http://www.reorg-research.com/trial_signup.php . You can also reach me at hunter[at] distressed-debt-investing [dot] com for additional questions

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Email

hunter [at] distressed-debt-investing [dot] com

About Me

I have spent the majority of my career as a value investor. For the past 8 years, I have worked on the buy side as a distressed debt and high yield investor.