Executive Profile Directory | The Influence Board

In 2016, I spoke to a retired Bank of America SVP. She confirmed my and the European Central Bank's research opinion that banks have a risk problem in spite of the level of sophistication of their risk management tools. During the COVID-19 lockdown, I wrote journal quality papers of my experience in credit and default risk, in November 2020, I started my FinTech (S-corp.) company, Business AIR Models Inc (BAM). BAM was set up to deliver SaaS financial, credit and default risk products, because I have 40+ years working with data at GMAC Commercial Holdings, UMB Bank, Key Bank, Texas Instruments, PwC, Unilever, etc. in finance, credit risk, decision theory, strategy, manufacturing, medicine and physics. I invented Asymmetric Information Resolution (AIR) Models (to infer private information from public data), Wilcoxon Regression, Collated Distributions, Default Covered-Call, Economic & Funding Statements, the Capital Premium Model and Infectious Disease Lifecycle (https://www.busairmod.com/images/IDS-Covid-19-LifeCycle.svg); and wrote two monographs on credit risk and data modeling and have published 7 technical books in total. My IQ is 164 (i.e., less than 1 in a 100,000 people have this IQ), and therefore, I think differently from most people, as some of you already know. We are the people who disrupt markets. In my monograph "A Critique of Dodd-Frank" I proposed a new bank product HELSIS, to minimize the financial and economic impact of future financial meltdowns. This is an alternative to, and equivalent to, the bricks of Geithner's "Wall of Money", that is, a distributed wall. I expect HELSIS to reduce a bank's capital requirements. The question I've always asked myself, during these past 40+ years, is "how do we make decisions?" Since, having spent a decade in CMBS stress testing, influenced by Kaizen, I have narrowed this question to "how do we prevent bad decisions?" That is, since life, economy and the market environment is always in a flux, the "optimization" problem cannot be "what is the best solution, today?" It should be "what is a good solution, today, that allows us to be successful tomorrow, too?", because tomorrow is indeterminate for non-trivial problems and real-world business problems are "cycling". In my opinion companies fail because their staff are so identified with what to think that they are unable to practice how to think. See https://youtu.be/KjAfRbva3Xs. Group-based scenario analysis is an approach to getting around the 'what versus how to' think problem provided that dominant personalities are not present.

Benjamin Solomon

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