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Fed chair nominee Warsh may want smaller Fed holdings, but that’s not easy to do

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Fed chair nominee Warsh may want smaller Fed holdings, but that's not easy to do
Kevin Warsh, tapped to become the ‍next Federal Reserve chair, may want to significantly contract the central bank’s multi-trillion-dollar balance sheet, but experts agree that financial realities strongly indicate accomplishing this goal will be difficult and slow, if it can be done at ⁠all.

That’s because Fed holdings and the regime that’s grown to manage interest rates in a system that is flush with cash is not easy to wind back while maintaining market stability and achieving monetary policy goals. It could be even trickier for a Fed chair who is likely to seek easier short-term borrowing costs, because anything that notably contracts central bank bond holdings actually tightens financial conditions.

Warsh, who was a Fed governor between 2006 and ‌2011, has argued that large Fed ‌holdings distort finances in the economy and what the Fed now holds should be slashed. In a Wall Street Journal opinion story from November, he wrote “the Fed’s bloated balance sheet, designed to support the biggest firms in a bygone crisis era, can be reduced ‌significantly,” with the proceeds redeployed “in the form of lower interest rates to support households and small and medium-sized businesses.”

Warsh’s call to shrink Fed holdings landed as the central bank was nearing the end of what proved to be a three-year effort to reduce the size of bond holdings acquired via aggressive purchases during the COVID-19 pandemic. The Fed bought Treasury and mortgage bonds first to help stabilize traumatized markets at the start of the health crisis, with those purchases morphing into a form of economic stimulus. Crisis buying doubled the size of Fed holdings to a $9 trillion peak in the summer of 2022 ​before a contraction process known as quantitative tightening, or QT, took overall holdings to $6.6 trillion in late 2025. In December, the ​Fed started to grow the stock of bonds it holds again via technical purchases of Treasury bills, in a bid to ensure there was enough liquidity in the financial ‌system to provide firm control ‍over its interest rate target range.

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More broadly, using the balance sheet as a tool has become a standard part of the monetary policy toolkit, ‍and a critical one given increased probabilities of short-term rates being cut to near-zero levels in times of trouble. Meanwhile, ‌the Fed has developed an entire system of tools to manage rates. And that’s why getting holdings down in a meaningful way would prove so difficult to achieve without creating market chaos.


Warsh “may want a smaller balance sheet and smaller Fed footprint in financial markets,” said Joe Abate, U.S. rates strategist with SMBC Capital Markets, Inc. But, “actually reducing the size of the balance sheet is a nonstarter…Banks want this level of reserves.”
Abate was nodding to the fact that when reserves in the banking system ebb to around the $3 trillion mark, notable volatility starts to creep into money market rates, which then threatens the Fed’s ability to manage its interest rate target. This limits how far the Fed can reduce its holdings.Beyond market realities, there’s also the fact that any major change would need buy-in from other Fed policymakers, who’ve largely been on board with the overall arc of using the balance sheet as a policy tool and ‍could oppose efforts to reengineer that part of the toolkit.

LONG PATH TO SMALLER HOLDINGS So how could Warsh get Fed holdings smaller given the realities of what the market will bear? Analysts said easing some of the regulatory burden on how banks manage liquidity, along with moves to make Fed liquidity facilities like ‍the Discount Window and ongoing standing ⁠repo operations more attractive, could reduce the appetite for ⁠holding reserves and allow a smaller Fed footprint over time. David Beckworth, senior research fellow at the Mercatus Center at George Mason University, said that in addition to those moves, Warsh could include as part of the Fed’s existing periodic framework review actions to reconsider how the Fed uses its balance sheet. There could also be coordination between the Fed and Treasury where the two institutions swap bonds, he said. And while big changes may not be on the cards, there were ways the Fed could tinker with its toolkit to drive down the need to hold lots of liquidity.

“The Fed’s like a ship that slowly turns, that’s probably a good thing, because you don’t want to be so disruptive to the financial system,” Beckworth said.

Evercore ISI analysts agree that any actions Warsh takes on the balance sheet would be slow-moving and mindful of the risks of being aggressive.

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“We think he will be more pragmatic than many expect,” the research firm said. “We think he will promise no abrupt changes to Fed balance sheet policy and a Fed-Treasury accord to provide a framework for closer cooperation,” the analysts wrote, adding “the market will read this as giving Treasury Secretary Bessent a soft veto on any QT plans and Warsh will be happy with that.”

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PAMT CORP: Pain Is Likely To Continue Near-Term (Downgrade)

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PAMT CORP: Pain Is Likely To Continue Near-Term (Downgrade)

PAMT CORP: Pain Is Likely To Continue Near-Term (Downgrade)

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From Pixar to Disney+: The $100-billion blueprint behind Bob Iger’s Disney

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From Pixar to Disney+: The $100-billion blueprint behind Bob Iger’s Disney
When Bob Iger was promoted to chief executive officer of Walt Disney Co in 2005, he took over a company that was an undeniable force in entertainment and theme parks, but badly in need of rejuvenation.

In one of his first moves, Iger made Disney shows like Lost and Desperate Housewives available for sale on Apple ‘s iTunes platform, ushering in the unique idea of watching TV online. Three months later he bought Pixar from Apple co-founder Steve Jobs. That $7.4 billion deal was an eye-popper, paving the way for blockbusters like Cars and Inside Out that reinvigorated Disney’s animated film business.

Those early moves hinted at key parts of Iger’s strategy: acquire marquee entertainment franchises and find new ways to exploit them. As he prepares to hand the reins next month to his successor, theme-parks chief Josh D’Amaro, Iger leaves a legacy that includes snapping up the biggest brand names in Hollywood via more than $100 billion in mergers and acquisitions, expanding in China and building a streaming business that delivered $24.6 billion in revenue from people watching movies and TV shows online last year.

“That’s one huge insight of his,” said David Collis, an executive education fellow at Harvard Business School who has written about Iger. “If you own these incredible entertainment franchises, any device only increases demand for your content.”

More deals followed Pixar, including Marvel Entertainment and its stable of superheroes, Star Wars-parent Lucasfilm and the $71 billion acquisition of 21st Century Fox in 2019, which brought in franchises like The Simpsons and Avatar.

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“The deal we did for Fox, in many ways, was ahead of its time,” Iger said this week on an earnings call when asked about Netflix’s pending acquisition of Warner Bros Discovery.
Those acquired characters and stories found their way into Disney’s theme parks. In 2013, when the company first began exploring a Star Wars land for the parks, Iger told his designers, “Be the most ambitious that you have ever been,” Bob Weis, the longtime head of Disney’s parks design business, recalled in his 2024 autobiography.Iger was also keen on international expansion, green-lighting the $5.4 billion Shanghai Disneyland. Before its 2016 opening, Iger flew to China on a nearly monthly basis to monitor its progress, according to Weis.

The same year the Fox acquisition closed, Iger launched Disney+, the company’s flagship streaming service, the company’s response to the growing dominance of Netflix in online viewing. Providing a new outlet for programming that ran on networks like the Disney Channel was a threat to the company’s lucrative cable-TV business, but in the end, Iger relented.

Disney+ was a hit from the start. Ten million customers signed up the first day, driven by programming such as the Star Wars-spinoff The Mandalorian. The company reported 132 million Disney+ subscribers at the end of its latest fiscal year.

TV Star
Iger has spent his whole career in the TV business, rising up the ranks at ABC and performing every task, from getting a bottle of Listerine for Frank Sinatra before a TV special to scheduling the 1988 Winter Olympics. He was considered a likely CEO of broadcaster Capital Cities/ABC until that company was acquired by Disney in 1996 and he had to start clawing his way up the corporate ladder again.

When a shareholder revolt finally prompted the retirement of Disney CEO Michael Eisner in 2005, Iger got his shot.

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More than 20 years later, the worst grade on Iger’s corporate report card likely comes in succession planning. Multiple extensions of his contract over the years led senior Disney executives to exit. When he finally stepped down for the first time in 2020, his handpicked successor Bob Chapek proved to be disappointment.

As Iger prepares to pass the baton to D’Amaro on March 18, he leaves plenty of work still to be done. On the recent earnings call, Iger said he hoped his replacement would carry on with his focus on reinvention.

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In the latest edition of my Markets A.M. newsletter, I look at gold valuations, and why we’re unlikely to see a repeat of the metal’s stunning outperformance in the ’70s. You can sign up for the newsletter here, or read the full article below:

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