Birkenfeld was living the dream at Barclays. First-class flights, fine dining, Russian girls entertaining clients in Geneva, cash handovers like clockwork. He was pulling in CHF 200K, running a one-man monopoly as the only Swiss private banker at Barclays doing this game.
Birkenfeld lands in Switzerland in 1995 with a busted career and a plan: get an MBA, reset, and come back swinging. He enrolls at a small American university near Lake Geneva, studies hard, parties harder, skis every mountain he can find, and meets a girl named Charlotte.
The new bosses from New York were not just arrogant. They were criminals. And Birkenfeld was about to find out just how deep the rot went at State Street.
Chapter 2 opens with Birkenfeld landing his first real job in finance. The year is 1989. The place is State Street Bank and Trust Company in Boston. And the boss is a guy straight out of a mob movie.
Chapter 1 of Lucifer’s Banker is basically a backstory episode. Before the Swiss bank accounts and the billion-dollar fraud, Bradley Birkenfeld was just a kid from Massachusetts with too much energy and a nose for making money.
The prologue of this book opens on a freezing January morning in 2010. Bradley Birkenfeld is sitting in a Lexus, being driven to federal prison by his older brother Doug. Outside, a snowstorm is pounding rural Pennsylvania. Inside the car, neither man has much to say.
What would you do if you found out your employer was helping the richest people on the planet hide billions from the IRS? Keep quiet and collect your fat paycheck? Or blow the whole thing wide open and risk everything?
Twenty-four posts. Twenty chapters. One book that tries to squeeze a two-year MBA into something you can actually finish. We made it through “The 12-Week MBA” by Nathan Kracklauer and Bjorn Billhardt, and now it is time to step back and ask the big question: was it worth it?
In Part 1 we watched United Airlines CEO Oscar Munoz walk into one of the worst PR disasters in recent airline history. But the real story was not about public relations. It was about what happens when a leader has to pick between competing loyalties, with no right answer in sight.
A CEO wins “Communicator of the Year,” then tanks his company’s reputation with a single email two weeks later. How does that happen?