When someone gets appointed CEO of a major company, there are usually a number of hopefuls who are passed over. If they're internal executives, the snub likely stings, but they also become attractive candidates for other companies looking for a leader - especially since they're unlikely to land the top job at their current employer any time soon.
Here are some execs who lost out on, or got pushed out of, the top job at one company, only to rise at another, making their former employer think twice about the decision it made.
David Cote, CEO of Honeywell
<div class="KonaFilter image-container"><div class="image">Reuters/Carlo Allegri</div></div>
Of the executives who lost out to Jeff Immelt in the race to succeed Jack Welch at General Electric, Cote has <a href="http://resourcecenter.businessweek.com/reviews/the-real-winner-of-ges-ceo-bake-off">been the most successful</a>. He's actually outperformed Immelt as the head of Honeywell, a large defense contractor, where he's created a tightly streamlined corporation out of what was a random group of companies.
 
Jamie Dimon, CEO of JPMorgan Chase 
<div class="KonaFilter image-container"><div class="image">REUTERS/Jason Reed</div></div>
Along with his mentor, then CEO Sandy Weill, Dimon built CitiGroup into a massive behemoth in the 1990s. He was widely expected to succeed Weill as CEO of the company, but <a href="http://www.businessinsider.com/sandy-weil-i-fired-jamie-dimon-because-he-wanted-to-be-ceo-2010-1">depending on which account you listen to</a>, he either wanted it too soon or started butting heads on other issues. Dimon went on to lead Bank One, which was bought by JPMorgan, and eventually became CEO of that bank. Though the company's been in trouble lately, it weathered the financial crisis better than other major banks.
 
Jack Dorsey, CEO of Square
<div class="KonaFilter image-container"><div class="image">Jay Yarow/Business Insider</div></div>
Dorsey <a href="http://www.businessinsider.com/twitter-story-2013-10">was pushed out</a> of his role as CEO of Twitter in 2008 in favor of Evan Williams, who later passed the job to current CEO Dick Costolo. After seeing his role reduced, Dorsey went on to found Square, now valued at over $3 billion. He returned as Twitter's executive chairman in 2011.
 
Mickey Drexler, CEO of J. Crew
<div class="KonaFilter image-container"><div class="image">Seth Wening/The Associated Press </div></div>
After being widely credited with Gap's rise to ubiquity in the 1990s, Drexler was suddenly fired by the company's founder. J. Crew rapidly snapped Drexler up, and <a href="http://www.newyorker.com/reporting/2010/09/20/100920fa_fact_paumgarten?currentPage=all">he's been incredibly successful there.</a> Gap, on the other hand, has struggled significantly.
 
Marissa Mayer, CEO of Yahoo
<div class="KonaFilter image-container"><div class="image"><a href="http://www.flickr.com/photos/jdlasica/9728135033/">JD Lasica</a></div></div> Mayer was a <a href="http://www.businessinsider.com/marissa-mayer-biography-2013-8?op=1">highly visible and influential</a> early employee of Google. But over time, she started to get pushed out of the center of power, losing her overarching responsibility for search, all of Google's consumer-facing products, and her seat on a council of executives that met with the company's CEO. When Yahoo needed a new CEO, she made the leap, made big-ticket acquisitions of companies like Tumblr, and has seen the stock rise significantly. 
 
James McNerney, CEO of Boeing
<div class="KonaFilter image-container"><div class="image">Reuters/Caren Firouz</div></div>
McNerney may not have won the CEO job at GE, but he's gone on to lead two other legendary companies. He was CEO of industrial powerhouse 3M for four years until Boeing, the world's second-largest defense and aerospace contractor, poached him for the top role in 2005. 
 
Tom Rutledge, CEO of Charter <div class="KonaFilter image-container"><div class="image"><a href="http://www.youtube.com/watch?v=HZi_2ZGygmk">Cable Center / YouTube</a></div></div>
Rutledge spent a good number of his <a href="http://phx.corporate-ir.net/phoenix.zhtml?c=112298&amp;p=irol-govBio&amp;ID=125186">34 years in the cable industry</a> at Time Warner Cable, eventually rising to become its President. He was passed over in 2001 for the CEO job in favor of Glenn Britt, who only recently stepped down. Rutledge is now the CEO of Charter, which recently took over Cablevision, and is in the middle of <a href="http://www.bloomberg.com/news/2014-01-16/charter-s-time-warner-cable-bid-puts-rutledge-in-dealmaker-role.html">an aggressive bid</a> for the company that originally snubbed him.
 
Ron Sugar, former CEO of Northrup Grumman
<div class="KonaFilter image-container"><div class="image">Reuters/Mike Theiler</div></div>When Sugar <a href="http://money.cnn.com/magazines/fortune/fortune_archive/2002/09/02/327913/">lost out on the top job</a> at automotive and aerospace company TRW, he left to take the No. 2 position at defense giant Northrup Grumman. Not long after that move, the man he lost the job to at TRW quit, sending the stock price way down. That allowed Northrop to buy TRW out, and Sugar ended up leading the combined company for six years.
 
Chris Viehbacher, CEO of Sanofi-Aventis
<div class="KonaFilter image-container"><div class="image">Reuters</div></div>Viehbacher was one of <a href="http://online.wsj.com/news/articles/SB119058912740136756">three executives considered</a> as the potential CEO of GlaxoSmithKline, one of the world's largest pharmaceutical companies. The job eventually went to Andrew Witty, and Viehbacher left the company soon after. When he took over Sanofi in late 2008, the company was in pretty deep trouble. In the past five years, he's <a href="http://www.fool.com/investing/general/2013/12/18/sanofi-the-most-successful-comeback-in-big-pharma.aspx">led a spectacular turnaround.</a>

9 Snubbed Execs Who Went On To Extraordinary Success

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div></div></div>As New York's lefty mayor Bill de Blasio likes to say, the Big Apple is a tale of two cities, one on the ups and one on the downs. 
It might surprise Mr de Blasio that this is true even of Wall Street. Large banks, hammered for their own failures and those of the government, are going through endless rounds of cost cuts and redundancies to pay for fines and ever more compliance. 
In contrast, a handful of smaller financial institutions, many created by refugees from big firms, are doing well.
So-called "boutique" investment banks have gained a much larger share of the lucrative business of advising on mergers and acquisitions (M&amp;A) since the financial crisis (see chart) and are gaining other footholds.
Their flourishing has put paid to the belief that consolidation was inevitable as one institution after another was crushed or absorbed by bigger rivals. The giants who offered advice, credit, trading, research and underwriting on top of the technological capacity to track what was going on used to seem unstoppable.
But technology now comes cheap and breadth is as likely to result in fines as in synergies. Minnows, often still under the management of a charismatic founder, are snaffling the business that once belonged by right to Wall Street's titans. Their main product is one in which personal relationships matter a lot and scale very little: advice on M&amp;A.
Another strength is restructuring, since in a bankruptcy or reorganisation, the institutions that provide capital--the large, established, banks--have too many conflicts to participate. Over time, a third business has emerged: providing advice on how best to exploit capital markets.
The publicly traded quartet of Moelis, Evercore Partners, Greenhill &amp; Co and Lazard are flourishing. They trade at profit multiples many times higher than their larger rivals, some of which are deemed to be worth less than the value of the assets on their books. That there has been a surge in M&amp;A while other bits of investment banking are struggling probably helps.
The tiddlers' success has resulted in a transformation in the perceived wisdom. In the period leading up to the financial crisis Lazard and the family-controlled Rothschild, both founded in the 19th century, were seen by many outsiders as relics for maintaining their independence and focus; now they represent models to be emulated. Their revenues, the biggest among boutiques, have become benchmarks.
The current flock of competitors caught on to the new environment early on. In the 1990s Robert Greenhill left Morgan Stanley to work for a key client, Sandy Weill, who was in the process of assembling numerous investment firms into what would become the disastrous amalgam of Citigroup.
Mr Greenhill later went on to create a new firm as narrow as Citi was broad. Privately-held Perella Weinberg was set up in 2006 by men who had worked at Credit Suisse, Morgan Stanley and Goldman Sachs. Ken Moelis began his firm in 2007 after stints at various big investment banks.
There are more potential businesses to pick off, most notably asset management, which does not require capital. But one of the big selling-points of boutique banks is round-the-clock access, often to senior executives. That requires minimising distractions and maintaining flat managerial structures. It also makes it hard to take part in heavily regulated activities such as taking in deposits, making loans, holding physical commodities, structuring derivatives and trading.
Clients distrust mega-banks, where conflicts of interest abound. Cost-cutting is also hampering those banks' efforts to fend off the upstarts. In a small example, one big bank is said to be drastically curtailing travel to reduce expenses in the current quarter, despite an ongoing frenzy in the merger market. None of the boutique banks would skimp on plane tickets when opportunities beckoned.
Having firms so heavily dependent on individuals carries risk of its own. But it is employees and shareholders, not taxpayers, that have to worry about that: the boutiques are not "too big to fail". Their recent growth is a welcome sign that America's beleaguered financial markets are evolving. Even more heartening is their capacity, should their business dry up, to disappear without causing chaos.
Click <a href="https://subscriptions.economist.com/nwcd">here</a> to subscribe to The Economist.

After Decades Of Consolidation, Wall Street Is Fragmenting

<div class="KonaFilter image-container"><div class="image">Mike TauberFifteen Central Park West (second from left) seen from across Central Park.</div></div>Fifteen Central Park West - the massive, limestone-covered ultra-luxury apartment building on the edge of Columbus Circle - has become an icon on the skyline of Manhattan's West Side and a star of city gossip and real-estate columns.
The building has been in existence for less than a decade, but its roster of current and former residents is a who's who of titans from the worlds of finance, real estate, retail, and entertainment, from Goldman Sachs CEO Lloyd Blankfein to Yankees star Alex Rodriguez.
In a new book, <a href="http://www.amazon.com/House-Outrageous-Fortune-Fifteen-Powerful/dp/1451666195">"House of Outrageous Fortune,"</a> Michael Gross goes behind the scenes to tell the complete story of Fifteen, as it's affectionately known. From the building's inception in the minds of developers Arthur and William Lie Zeckendorf to the battle over its unusual facade to the sparring among its strong-headed tenants, Gross makes the case that the building is deserving of its description as the world's most powerful address.
Anyone fascinated by the history of luxury real estate in New York City - or the lives of the city's richest and most powerful people - should find the time to read Gross' book. We pulled out some of the most outrageous facts, figures, and records set by 15CPW.
1. Five developers were invited to bid on the lot at West 61st Street and Central Park West. The Zeckendorfs won the property with a bid of $401,050,000 - more than twice the going rate for land in Manhattan at the time.<div class="KonaFilter image-container"><div class="image"> Mike TauberThe front entrance of 15 Central Park West. The spindle-and-lantern motif is featured throughout the building.</div></div>2. The building broke records even before construction could start. A final holdout tenant from the hotel that previously occupied the land was eventually paid about $17 million to vacate, according to a source. It's likely the highest price ever paid to relocate a tenant in New York.
3. The developers spent an incredible sum on the property, anticipating sky-high returns. All told, "they'd paid about $690 per buildable square foot for the land, they spent about $750 per square foot on their 886,000-square-foot two-tower behemoth," Gross writes.<div class="KonaFilter image-container"><div class="image"> Peter Aaron/OttoThe lobby is decorated with English oak paneling, marble columns, and two fireplaces.</div></div>4. The lowest price for a unit at 15CPW in the initial 2005 offering was $1.78 million, far above the $1.479 million average price for a Manhattan condo at the time. The priciest condo was initially listed for $41.25 million (it would later resell for far more).
5. Servants' quarters were initially listed for between $650,000 and $1.74 million, and storage units for $35,000. The building's 30 wine cellars ranged from $50,000 to $80,000.<div class="KonaFilter image-container"><div class="image"> Peter Aaron/OttoThe health club has a skylighted pool, weight room, private massage room, and two steam rooms.</div></div>6. Goldman Sachs CEO Lloyd Blankfein was among the first people to buy an apartment at 15CPW. His duplex was priced at $29 million, but he paid just $25.73 million, a significant discount, according to Gross. Eight other former and present "Goldman bigwigs" were among the building's first purchasers, and musician Sting later took the apartment next door to Blankfein's.
7. Hedge-fund tycoon Daniel Loeb set an early record at Fifteen, "dropping $45 million for his penthouse in what was then a hole in the ground," Gross writes. He famously outbid investor Carl Icahn for the then nonexistent pad.<div class="KonaFilter image-container"><div class="image">Mike TauberThe interior of apartment 33D, which sold for $29 million in July 2013.</div></div>8. 15CPW has also been nicknamed "hedgie hive," with residents representing some 36 hedge funds. Gross estimates that the aggregate assets managed by hedge funds and boutique investment firms whose executives own or rent at 15CPW amounts to $437 billion. 
9. Shortly after stepping down as CEO of Citi, Sandy Weill spent $43.69 million on the biggest apartment at Fifteen. According to a source, he surprised his wife with the penthouse on Valentine's Day.<div class="KonaFilter image-container"><div class="image">Mike TauberA view of Central Park from 33D.</div></div>10. Actor Denzel Washington's purchase of a $13 million apartment coincided with a major milestone for the developers - passing the billion-dollar mark in sales. They held a "Billion Dollar Bash" to celebrate, Gross writes.
11. Spanx founder Sara Blakely claimed to be so terrified of heights living in her 37th-floor apartment that she and her husband, Marquis Jet's founder Jesse Itzler, hired a former Navy SEAL to suggest emergency escape plans. Another SEAL later moved in with them to give them cardio workouts, according to Gross.<div class="KonaFilter image-container"><div class="image">Mike TauberThe library in apartment 33D.</div></div>12. Russian potash tycoon Dmitry Rybolovlev made headlines <a href="http://www.businessinsider.com/russian-billionaire-buys-sandy-weills-88-million-manhattan-penthouse-2011-12">when he bought the Weill's penthouse for $88 million in 2011</a>, ostensibly for his 22-year-old daughter. But it wasn't his first offer at Fifteen: Rybolovlev offered $75 million for another penthouse in 2008, but the owner got cold feet.
13. Speaking of Rybolovlev's record-setting penthouse: According to Gross, aside from a few short stays at the end of 2012, Ekaterina Rybolovleva never used the apartment, preferring to spend time in Monaco.<div class="KonaFilter image-container"><div class="image">Mike TauberApartment 33D's sprawling living room with incredible views.</div></div>14. In 2009, 54 people were on Fifteen's payroll, including seven concierges and eight white-gloved lobby attendants.
15. Employees of 15CPW can make bank during "tip season." In 2011, a typical staffer made $22,500 during the holidays, and one employee told Gross he thought the building's resident manager made $600,000 before tips.
"House of Outrageous Fortune" is available for purchase <a href="http://www.amazon.com/House-Outrageous-Fortune-Fifteen-Powerful/dp/1451666195">here</a>.

15 Outrageous Facts About 15 Central Park West, The World's Most Powerful Address

<div class="image-container float_right" style="width:400px"><div class="image"></div><a href="http://www.brown.senate.gov/newsroom/multimedia/watch/a-bipartisan-effort-to-end-too-big-to-fail">YouTube</a>Sen <keyword id="174956" type="PERSON" weightage="60" keywordseo="Sherrod-Brown">Sherrod Brown</keyword> presenting on the floor of the <keyword id="6355284" type="ORGANIZATION" weightage="60" keywordseo="senate">Senate</keyword> last month</div> Senators Sherrod Brown (D-OH) and David (R-LA) have presented a bill that is going to keep Wall Street bankers up at night — the "Terminating Bailouts for Taxpayer Fairness" Act.
The acronym for that is TBTF — see what they did there?
The two Senators have been working together to figure out how to end <keyword id="1739404" type="ENTERTAINMENT" weightage="60" keywordseo="Too-Big-To-Fail">Too Big To Fail</keyword> for weeks now. Last month, <a href="http://www.businessinsider.com/sherrod-brown-safe-banking-act-2013-3">they both presented on this topic on the Senate floor,</a> and announced that they were working on legislation inspired by former FDIC Chairwoman Sheila Bear.
Now it's here.
So what's in it? To put it simply, loads of capital requirements. meaning that <keyword id="6368751" type="PERSON" weightage="60" keywordseo="Banks">banks</keyword> will have to hold more high-quality capital the bigger they get. The bill points out that "U.S. banks’ assets have grown from 20 percent of GDP to 100 percent of GDP, while their capital ratios declined from about 25 percent to around 5 percent of total assets."
That means raising cash by any means necessary — selling off assets, cutting staff (and Wall Street has seen a lot of that), etc.
Here's the break down of how much money everyone will need to raise and how:
<ul>
<li>Community, regional and mid-sized will have to keep $1 in equity for every $8-$10 in assets.</li>
<li>Wall Street's megabanks will have to keep $1 for every $15 in assets. </li>
<li>This cash has to be real shareholder equity too — no "goodwill" or anything intangible like that.</li>
<li>And these ratios will be based on a bank's total assets — none of this <a href="http://www.investopedia.com/terms/r/riskweightedassets.asp">"risk weighted"</a> calculation stuff that, the bill writes, has let big banks shrink assets on their balance sheets 46%-48%. Brown and Vitter want this to replace Basel 3 capital requirements, and they want it to be simple.</li>
<li>Subsidiaries and affiliates of banks will have to be separately capitalized.</li>
<li>And no special Fed treatment (read: subsidy) for non-depository banks:
"The Federal Reserve and other banking regulators will be prohibited from allowing non-depositories access to Federal Reserve discount window lending, deposit insurance, and other federal support programs. This will help reduce market expectations of financial assistance for megabanks."
</li>
</ul>
This couldn't have come at a worse time for Wall Street. Banks are having a hard enough time coming up with cash. <a href="http://finance.yahoo.com/news/heres-know-sad-state-wall-213700021.html">First quarter earnings season was pretty dismal as businesses that were once money makers went dry and legal fees continued to pile up.</a>
In a nutshell, The TBTF bill will make it harder for banks to reach international capital requirements, fight off lawsuits, maintain their staff compensation, pay out shareholder dividends and more.
As you can imagine, the Wall Street lobby machine is already jumping on this. Here's a statement from Hamilton Place Strategies' Tony Fratto. He's a former Treasury and White House official.
"This is a bank break up proposal and tying together the loose fringes of the parties doesn't make it 'bipartisan'. It's actually a bill neither party supports. We've come a long way since 2008. Whether because of regulation or market discipline, banks are better capitalized, more liquid, and much safer today. And that's good because our economy needs banks to perform today. Mandating new and punitive capital charges, and walking away from international agreements — all in the midst of the most extensive financial regulatory overhaul in history — is misguided. There may in the future be serious efforts to review Dodd-Frank reforms, but this isn't one."
Perhaps that's true, but there's another view to take here, and Wall Street analysts have been talking about it for some time now. The view is that Vitter and Brown are speeding up a process that the market has been undertaking anyway.
Last summer, when former Citi CEO Sandy Weill shocked the Street by saying that he regretted his push to end Glass-Steagall, everyone was talking about this topic.
That's when bank analyst Meredith Whitney said that banks were already "<a href="http://www.businessinsider.com/meredith-whitney-on-breaking-up-wall-street-banks-2012-7">overcapitalized and sluggish,</a>" and that the supermarket banking model Weill championed was destroying pricing in products like credit cards and home equity loans by emphasizing securitization and capital markets.
The latter are the businesses that Brown and Vitter are worried about, and on Wall Street (for the most part) those are the businesses that are suffering — think: sales and trading.
The unsexy businesses like credit cards and wealth management, on the other hand, have been carrying the Street.
<a href="http://www.businessinsider.com/meredith-whitney-on-breaking-up-wall-street-banks-2012-7">From Whitney:</a>
"You can make great money in a utility type of business by borrowing cheaply and lending sensibly but that's not what's being done. The basic bank model has, is, and will be attractive. It's just you're combining everything and undercutting pricing in one place and trying to make up for it, effectively having loss leading businesses... it's not a business that works...You're either making money or you're not. If you're not making money get out of the business."
If this bill passes, some people may very well take that advice.

Two Senators Just Introduced A Bill That Could Neuter Wall Street

Sallie Krawcheck, once the 'most powerful woman on Wall Street,' says her startup Ellevest doesn't 'empower' women - because that's not what they need

<table class="image-container float_right" width="200"><tr><td><div class="image"></div>Chip Somodevilla / Getty</td></tr></table>This morning the Wall Street Journal broke the news that former <keyword id="6362470" type="ORGANIZATION" weightage="60" keywordseo="SEC">SEC</keyword> head <keyword id="200650" type="PERSON" weightage="60" keywordseo="Mary-Schapiro">Mary Schapiro</keyword> is joining <a href="http://www.promontory.com/default.aspx">Promontory Financial Group,</a> a consulting firm and lobby group that works with the financial services industry.
This news is sure to upset those who already decry the revolving door between <keyword id="6354998" type="COMPANY" weightage="60" keywordseo="Washington">Washington</keyword> and Wall Street — not just because Schapiro (given her resume) is a great get for any industry group, but because in the last few years Promontory has come to be known as the industry group.
In a massive profile in this month's <a href="http://www.americanbanker.com/magazine/123_4/how-promontory-financial-became-banking-s-shadow-regulator-1057480-1.html">American Banker</a>, the Promontory is described as Wall Street's "shadow regulator." Founded in 2001 by Eugene Ludwig, a college friend of Bill Clinton's who served as <a href="http://www.occ.treas.gov/about/who-we-are/leadership/past-comptrollers/comptroller-eugene-ludwig.html">Comptroller of Currency</a> during his administration, Promontory is stacked with former bureaucrats from every corner of Washington that matters.
More importantly, once they get to the firm, they stay there. Recent hires include not only Schapiro, but also Amy Friend, a former staff director for the Senate Banking Committee.
<a href="http://www.americanbanker.com/magazine/123_4/how-promontory-financial-became-banking-s-shadow-regulator-1057480-1.html?zkPrintable=1&amp;nopagination=1">From American Banker:</a>
Ludwig's hires include former senior officials from the OCC, the Federal Deposit Insurance Corp., the <keyword id="6374832" type="ORGANIZATION" weightage="60" keywordseo="Treasury">Treasury</keyword> Department, the Federal Reserve System, the Securities and Exchange Commission, and assorted state agencies and foreign regulatory bodies. Promontory's past and current employees and advisors include sitting Fed Governor Sarah Bloom Raskin, a former CFPB chief operating officer, a former acting FDIC Chairman, former National Football League Commissioner Paul Tagliabue and the now-deceased former Italian Finance Minister credited with inventing the euro. It even has half a dozen former staffers from the Consumer Financial Protection Bureau, which is not even three years old yet.
Their leg up is that these former staffers know regulation so well that they can be prescient about where the industry is going. Ludwig, says American Banker, foresaw (and "championed") the dive into securities markets that have characterized the last 30 years on Wall Street. Former Citi CEO Sandy Weill is a fan.
Promontory doesn't necessarily describe its government dealings as <a href="http://www.promontory.com/Sectors/Government,_Agencies_and_Associations/">"lobbying" on its website.</a>
Promontory experts are regularly called upon by congressional committees and federal supervisory agencies to advise on legislative and regulatory matters. Promontory also assists industry associations and their members in understanding regulatory developments and preparing for regulatory changes.
Ludwig doesn't seem to like the word "<keyword id="99743" type="COMPANY" weightage="60" keywordseo="Lobbying">lobbying</keyword>" either. Here's what he told <a href="http://www.americanbanker.com/magazine/123_4/how-promontory-financial-became-banking-s-shadow-regulator-1057480-1.html">American Banker:</a>
"We don't lobby — it's not our business. We do the opposite of influencing government," Eugene Ludwig says. "We try to influence the private sector in terms of what the government wants it to do."
So reverse lobbying?
The money tells a simpler story. According to <a href="http://www.opensecrets.org/lobby/clientsum.php?id=D000055737&amp;year=2011">OpenSecrets.org</a>, Promontory's financial services lobbying efforts have exploded in the last two years.
In 2012, had $1.3 million in total lobbying expenditures in the industry. In 2011 it was $1.2 million. Data for 2009 and 2010 is not available, but the last two years' numbers make 2008's $180,000 worth of expenditures look like chump change.
Additionally, OpenSecrets.org points out that all of the lobbyists that Promontory contracted outside of its own staff fit the <a href="http://www.opensecrets.org/lobby/clientlbs.php?id=D000055737&amp;year=2012">"revolving door profile"</a> of individuals who worked in the public sector before working in the private sector.
Salaries at Promontory can range from $40,000 annually for an analyst to over $259,000 for a Director, according to <a href="http://www.glassdoor.com/Salary/Promontory-Financial-Group-Salaries-E270754.htm">GlassDoor.</a>
On the whole, it seems like a decent place to work too. Former employees said that the hours were long but that they worked with smart people and were fairly paid for the most part.
"The financials services industry lives here,"said one reviewer.
Sounds like a great club.

You Searched For "Sandy Weill" and got 6 results

9 Snubbed Execs Who Went On To Extraordinary Success

Max Nisen

After Decades Of Consolidation, Wall Street Is Fragmenting

The Economist

15 Outrageous Facts About 15 Central Park West, The World's Most Powerful Address

Julie Zeveloff

Two Senators Just Introduced A Bill That Could Neuter Wall Street

Linette Lopez

Sallie Krawcheck, once the 'most powerful woman on Wall Street,' says her startup Ellevest doesn't 'empower' women - because that's not what they need

Richard Feloni,Anna Mazarakis

The Lobbying Firm That Hired Mary Schapiro Is Revolutionizing The Industry

Linette Lopez