My dad works for Merrill Lynch so I'm in good hands there.
When I left Merrill Lynch, one of the things that upset me the most wasn't losing my job. It was not being able to see those people the following day. It was almost like divorcing 40 people.
You can no longer buy commodities at Merrill Lynch. My guess is many analysts and even executives are too young to know how profitable a hot commodities market can be. They will soon.
It is not easy to get rich in Las Vegas, at Churchill Downs, or at the local Merrill Lynch office.
What the American people don't understand is how Merrill Lynch or AIG or Lehman Brothers can reward people, and the entity fails. Not only do the shareholders lose, but the entities lose.
My low point was after being reorganized out of running Merrill Lynch. That dismissal deeply contradicted my sense of fairness, since, at the time, my team and I had done what we were brought in to do: We had turned Merrill Lynch around from the depths of the financial crisis.
I used to work as a proofreader at Merrill Lynch.
In 1987, Merrill Lynch asked me to open a Swiss capital markets operation. I was 27. In hindsight, I was lucky enough to start a business from scratch. And I mean from zero - no offices, even, just a space with walls between different areas. We decided to tear down the walls.
For seven years after college, I was a waitress at the Buttercup Bakery in Berkeley, and from there I got a job at Merrill Lynch as an account executive, from where I went to vice president of investments for Prudential-Bache Securities. I started my own firm in 1987.
I was in the equity-trading department at Merrill Lynch. I was there in 1987 when the market crashed.
