MBTA Chief Administrator Shortsleeve's Historical Bain and Company-Uber Business Connection?

MBTA Chief Administrator Brian Shortsleeve has recently been proposing to apparently produce more passengers for the privately-owned, for-profit Uber cab/car corporation by: 1. eliminating late night T service for student passengers; 2. cutting The Ride para transit services for young and elderly people with disabilities; and 3. apparently providing MBTA-subsidized taxi cab payment vouchers to utilize on Uber cab/cars (driven by non-unionized drivers) for use by people with disabilities living in "premium" areas whose access to The Ride vans will be eliminated.

One reason Chief Administrator Shortsleeve of the "non-profit" MBTA might be proposing these T service cuts and changes in MBTA para transit policies is because of his historic business association, as a management consultant, with the same "for-profit" Bain and Company firm that Uber's East Coast manager Meghan Joyce apparently worked for historically. As the PE Hub Network website noted in  a September 16, 2008 article::

"Brian Shortsleeve has left H.I.G. Capital to become a principal with General Catalyst Partners...In an email to friends and colleagues, Shortsleeve wrote that he will concentrate on `leading recapitalizations, buyouts and growth equity investments in lower middle-market growth companies.'...Shortsleeve spent the past four years as a principal with H.I.G. Capital, before which he spent three years as a management consultant with Bain & Company."

And as the Boston Globe observed in its September 14, 2015 issue:

"...Since becoming one of the company's two East Coast general managers in May, she oversees Uber in the Boston, Philadelphia, Pittsburgh, Washington, D.C., Baltimore, Nashville and Atlanta markets.

"Over the last couple of years, as ride-hailing services like Uber...have faced regulatory scrutiny in the Boston area, [Meghan] Joyce has become a familiar face to those who follow the issue. She's spoken on behalf of the company in front of the Boston City Council, Cambridge's licensing commission, and others...

"After college, Joyce...worked as a business consultant for Bain & Company...Later, she moved into private equity, joining Bain Capital..."

Who Rules Cooper Union?--Part 10

WHO RULES COOPER UNION?—Part 10: A Look at Cooper Union’s Bristol-Myers Squibb and Vassar College-Yale University/Bain Capital Connections

(A shorter version of this article originally appeared in the Summer 2013 issue of the Lower East Side underground/alternative newspaper, “The Shadow”)

Besides being Vassar College’s president, Cooper Union Trustee “Cappy” Hill also sits next to a Bain Capital founder and managing director who has focused on consumer and retail companies—Yale Investment Committee Member Joshua Bekenstein--on Yale University’s governing board: the Yale Corporation. As Yale University’s president-elect Peter Salovey told the "Yale News" on May 28, 2013:

“I am looking forward to working closely with Josh and Cappy. Both are…leaders with a deep love for this University. I am thrilled that they will join the Yale Corporation just as I begin my presidency.”

One reason Cooper Union Trustee “Cappy” Hill might have a deeper love for Yale University than for Cooper Union might be because the only U.S. university or college with an endowment whose market value exceeds the market value of Yale University’s endowment--$19.3 billiion-- is Harvard University. Given “non-profit” and tax-exempt Yale University’s apparent business relationship to Bain Capital and Cooper Union Trustee Hill’s colleague on the Yale Corporation board, Bain Capital Managing Director Josh Bekenstein, it’s not surprising that the market value of Yale University’s endowment has apparently been able to increase during the last 20 years. In a July 16, 2012 article, for example, "The Nation" magazine noted that Bain Capital (a private equity firm to which 2012 GOP presidential candidate Mitt Romney has also been connected to historically) “makes its money by buying functional US manufacturing and service firms and rendering them dysfunctional,” “guts American companies, ripping out whatever parts are profitable and then tossing the workers aside,” “forces cuts in wages, benefits and pensions,” “outsources work” and “offshores production—harming American workers and communities and undermining American industries…. “

And in a June 22, 2012 "New York Times" op-ed column, titled “Burger King, the Cash Cow,” Joe Nocera indicated how Bain Capital managers made a lot of money from collaborating with Goldman Sachs and TGP to purchase Burger King in 2002 and sell Burger King in 2010:

“In 2002, Goldman Sachs, along with two private equity firms, TGP and ... hmmm ... Bain Capital, teamed up to buy Burger King…. The private equity investors…cut themselves an incredibly sweet deal. Their $1.5 billion purchase price included only $210 million of their own money; the rest was borrowed. They immediately began taking out tens of millions of dollars in fees. Four years later, they took Burger King public. But, first, they rewarded themselves with a $448 million dividend. In all, according to "The Wall Street Journal", `the firms received $511 million in dividend, fees, expense reimbursements and interest’” — while still retaining a 76 percent stake….In 2010, Bain, Goldman and TPG cashed out, selling Burger King to 3G Capital, for $3.3 billion. In sum, the original private equity troika reaped a fortune by selling a company that was in nearly as much trouble as it had been when they first bought it….”
(end of part 10)

Columbia University's Bain Capital - Sankaty Advisors Connection

As the Columbia University website notes:

“Jonathan Lavine is the Managing Partner and Chief Investment Officer of Sankaty Advisors, Bain Capital’s fixed income and credit affiliate, which he founded in 1997… Before the formation of Sankaty, Mr. Lavine worked in Bain Capital’s private equity business which he joined in 1993...Mr. Lavine is a Trustee of Columbia University and former Chair of the Columbia College Board of Visitors...Mr. Lavine also is a member of the ownership group and a Director of the Boston Celtics…He was a 2008 recipient of Columbia’s John Jay Award for distinguished professional achievement.”

  Yet an article by John Nichols, titled “Romney Still Reaps Huge Profits From Bain’s Vulture Capitalism,” that was posted on The Nation’s website on July 16, 2012 contains the following reference to the Bain Capital private equity firm that Columbia Trustee Lavine is affiliated with:

“…Romney…helped to create Bain Capital, a private equity firm that makes its money by buying functional US manufacturing and service firms and rendering them dysfunctional. Bain guts American companies, ripping out whatever parts are profitable and then tossing the workers aside.

“Bain forces cuts in wages, benefits and pensions. It outsources work. And it offshores production—harming American workers and communities and undermining American industries….Romney continued to be intimately involved with Bain as the company began to focus more and more of its energies on the shuttering of US factories and the transfer of the work done in those factories to foreign countries….Through arrangements that he made, Romney remains one of the prime beneficiaries of every move that Bain makes….He remains a direct beneficiary of Bain’s buccaneer pillaging of the US economy…Romney continued to collect a share of the corporate buyout and investment profits enjoyed by partners from all Bain deals until 2009… Romney has collected profits from twenty-two Bain and Bain-related funds…. “

  Besides sitting on the board of trustees of tax-exempt Columbia University, Bain Capital/Sankaty Advisors’s Chief Investment Officer contributed $19,200 to the Democratic Congressional Campaign Committee on Mar. 9, 2011, $30,800 to the DNC Services Corporation on June 27, 2011 and $5,000 to Joe Kennedy III’s congressional campaign committee on Mar. 31, 2012, according to the Center for Responsive Politics' Open Secrets website.

Bain & Company/Bain Capital's Obama Administration Connection

The Obama Administration’s Office of Management and Budget deputy director, Jeff Zients, apparently used to work for GOP presidential candidate Mitt Romney’s Bain & Company during the late 1980s. As the Bain & Company website observed:

“When Barack Obama took office in 2009, the new president was looking for someone to fill a new—and daunting—post: the first-ever chief performance officer, housed in OMB. Zients had a reputation in Washington circles as a veteran business executive who produced results. He landed the job even though he had no government experience. `In many ways, the content of the job is similar to what I did at Bain and in the private sector,’ recalls Zients….

“From his marriage, to his White House appointment, Zients' career path is populated with Bainies. He met his wife, Mary, at the Boston office, and a Bain recommendation led to his hiring at The Advisory Board. Its founder, David Bradley, wasn't a Bain alum, but he was connected: Bradley went to the Harvard Business School with a group of future Bain Partners, including Bain Chairman Orit Gadiesh. Zients' path crossed with Gadiesh while he was an AC. She was on a Bain team that gave Zients a crash course in delivering results. Two decades later, the results-oriented approach Zients learned as a consultant is guiding his strategy to weed out waste and make government more productive and efficient.

“The task is remarkably similar to one of his initial Bain assignments. Back in 1988, 21-year-old Zients was dispatched to Detroit to work with a Big Three automaker... His team included Orit Gadiesh, David Harding and Jon Mark….After cutting his teeth on one of the Detroit Big Three, Zients now is applying those lessons as he faces the behemoth of complexity—a $3.55 trillion federal budget. He calls the Bain approach `central’ to his efforts to tame government complexity. `[They] taught me to be rigorous analytically and then how to take the insights and present them in a simple fashion so that the client could understand and implement them,’ says Zients. `It's served me well.’

“To help him navigate through the federal budget thicket, Zients brought in Michael D'Amato, a former Bain Senior Partner and colleague at The Advisory Board and Corporate Executive Board. D'Amato describes the chief performance officer's job as `a Bain consultant's dream.’ As Zients' right-hand man, D'Amato and his boss spent the first three months mapping the government, and then setting priorities that could generate quick wins.`We ended up with six areas, chosen because they all affect structural aspects of government, and therefore are changes which will have the longest-term impact on government performance,’ explains D'Amato.
“The job grew even more complicated last summer when Zients took on the added responsibility as acting OMB head…”

During the 1980s and 1990s, Bain & Company apparently exercised veto power over Bain Capital's investment decisions. And the fundinguniverse.com website includes the following additional interesting information about Bain & Company/Bain Capital's business history during the 1980s and early 1990s:

“Despite criticism, Bain achieved some notable successes in the early 1980s. When National Steel hired Bain in 1981, it was the highest-cost steel producer, but by 1984, after applying Bain's recommendations that it simultaneously downsize and modernize, it became the lowest-cost producer...Rather than just rely on fees to provide growth, Bain began to look for direct investment in companies, which ultimately led to the acceptance of equity as part of its compensation, not only to more closely align its interest with the clients but also to reap the rewards of its successful strategies…In 1984, it created Bain Capital, a limited partnership headed by W. Mitt Romney, son of politician George Romney, which invested in start-up companies and buyouts that could be readily improved. According to The New York Times, Bain Capital "has managed to steer clear of conflicts of interest by having Bain & Company retain veto power over investments. But it is not entirely a neutral operation.’… The firm was…housed in the same building as Bain & Company and its employees shared the same cafeteria.

“Bain Capital provided an investment opportunity for Bain partners…In 1987, the firm… became entangled in a scandal involving one of its clients, Guinness plc, which had been one of Bain's notable success stories. The relationship began in 1981, at a time when Guinness shares were trading at penny stock levels after a decade of diversification efforts that took the company far from its core business. After selling off some 150 companies, Guinness' head, Ernest Saunders, then took Bain's advice and looked to move into the hard liquor market by acquiring two scot whiskey producers: Arthur Bell & Sons and Distillers Inc. By the end of fiscal 1986, Guinness and Bain were flying high, with the client posting profits of nearly $400 million, a six-fold increase since contracting Bain, while at the same time the company's stock reached a high of $5.75 per share. In December 1986, however, Britain's Department of Trade and Industry began to investigate the $3.8 billion stock acquisition of Distillers, masterminded by a "war cabinet" that included a Bain associate named Olivier Roux, who had been "lent" to Saunders and became one of his top aides. At issue were acts taken by Guinness to illegally inflate the price of its stock to fend off a competing offer from Argyll Group, including the charge that Guinness bought its own stock during the offering period and indemnified other companies against loss if they purchased stock on behalf of Guinness. In the end, Saunders went to jail for his part in the scheme...To bring peace to the situation, Mitt Romney was brought in to replace Bill Bain as the head the company….

“…A major step in the revitalization of Bain's fortunes came in 1993 when one of the younger partners, Orit Gadiesh, was named the new chairman...Born in Israel, she earned a degree in psychology from Hebrew University, then spent two years in the Israeli army, serving in military intelligence...When Romney left to pursue politics, Gadiesh continued the revitalization of Bain that he had initiated…”