From: Jeffrey Epstein <jeevacation®gmail.com>
To: PETER MANDELSON
Subject: Re:
Date: Mon, 14 Jun 2010 12:13:34 +0000
yes„ but i would include the banks in the intro
On Mon, Jun 14, 2010 at 8:12 AM, PETER MANDELSON < > wrote:
so if I re- do the beginning, you like the rest ?
- - On Mon, 14/6/10, Jeffrey Epstein leevaration@gmaitcom> wrote:
From: Jeffrey Epstein <jeevacation@gmail.com>
Subject: Re:
To: "PETER MANDELSON"
Date: Monday, 14 June, 2010, 13:08
i like it„ I don't like
This book is part candid autobiography and part history and describes what motivated me and made me tick
as I played( PLAYED) `third man' to two Prime Ministers, Tony Blair and Gordon Brown. It is about why
things happened, not just what happened. The rise, fall and future of a political phenomenon( you ? ) that
governed Britain for thirteen years. And what happened to me and my life during this roller coaster ride.
This book is one third aurtobiogrphy, one third history, and one third opinion. .It describes my various roles
, my motivations and my views as the third man in NEw Labour. Tony and Gordon and I crafted a political
phenonmen that governed and guided Britain for thirteen years.. This book will hopefully shed some light
on how decisions were made in addition to describing there outcomes. It is about my life my role and my
participatition in this once in a life time ride.
On Mon, Jun 14, 2010 at 7:59 AM, PETER MANDELSON < wrote:
Not surprisingly, at this stage, those actually running the banks found their nerves and judgement
extremely tested. They did not know the scale of the crisis they faced and yet had quickly to reach some
very tough decisions about the government's involvement in their businesses. HBOS's chairman was my
old friend, Dennis Stevenson. I did not speak to him, or his chief executive Andy Homby, at this stage but
later he described to me the `perfect storm' that had engulfed their business. I also knew the Lloyds TSB
chairman, Victor Blank, because he also chaired the company that owned the Mirror newspapers. Victor,
rather unfairly I thought, did not survive his bank's merger with HBOS following an outburst of
shareholder discontent. In the case of RBS, there was a wholesale and deserved clear out of executives
and board members with Stephen Hester coming in as new chief executive. In Stephen's case, it was
striking to me, just as in politics, what a difference the strength of personality and calm people skills of a
business leader can make to perceptions of their business. The same was true in the case of Stephen Green
of HSBC and Peter Sands at Standard Chartered, and John Varley at Barclays.
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