Weill

The son of Sandy Weill, ex-head of Citibank, left his powerful job at the bank abruptly a few years ago and checked into drug rehab instead.

Weill, more attuned to the spirit of the times, interrupted Reed. "My goal, " he said, "is to increase shareholder value. "

Conceived by Sandy Weill as a one-stop financial supermarket, it heralded a world dominated by a few big institutions.

Weill pushed out Reed, only to become the victim of a series of reputational problems that later hit the company.

Mr. Weill bought Primerica in 1988, lured in part by the prospect of gaining access to the company's Gulfstream corporate jet.

Mr Weill admits the group he built does not make sense if it is not managed right.

That's the conclusion of a new study from researchers at Weill Cornell Medical College and Cornell University in New York.

It is not just the SEC's probe into Associates, which was described in Mr Weill's autobiography as one of the worst purchases of his career.

Mr Prince argued that Citigroup had been starved of investment under Mr Weill and stepped up spending.

His complaints are echoed by other senior executives who have left or been forced out, many, like Mr Thomson, close to Mr Weill.

They note that Mr Weill made a lot of money for investors while, until recently, Citigroup's stock price had gone nowhere under Mr Prince.

Mr Weill, who remains chairman emeritus and a large shareholder, could not be reached.

Both Mr Prince's admirers and critics frequently compare him with Mr Weill.

John P. Mulhall of the Weill Medical College of Cornell University in New York, and published in the journal Urology.

Detractors say he lacks Mr Weill's deep understanding of the business, his passion and ability to motivate.

Mr Weill's creation, backed by a host of executives, directors and investors ever since, has proved horribly flawed.

Dr. Holly Vanni and colleagues at Weill Medical College of Cornell University in New York report the findings in the journal Chest.

Specifically, Weill told the New York Times that 'one of the major mistakes I made was my recommending Chuck Prince' to be his successor.

Weill says it was 'bad management' that caused the problems at the giant he compiled.

With hundreds of millions of dollars in Citi shares, even after this year's slump in the stock price, Mr Weill has more at stake than most.

He was working very hard during this time, illustrating magazines, and having his work shown in galleries such as Berthe Weill' s, in Paris.

The man was rushed to Weill-Cornell Hospital and is in stable condition.

Dr. Richard A. Friedman is a professor of psychiatry at Weill Cornell Medical College in Manhattan.

Weill faulted Prince, who ran the company from 2003 to 2007, for taking too many risks.

He attended regular foundation meetings at Mr. Weill's Midtown Manhattan office.

The non-core division, which includes many of Mr Weill's purchases, was given the transient-sounding name of "Citi Holdings" .

Weill may have taken the greatest risk of all, however, by creating a bank that was too large and sprawling to manage.

Steven Maranz, a researcher at Weill Cornell Medical College, was given a grant to look at the effect of chocolate on the malaria parasite.

Mr Dimon learned when and how to pounce on undervalued assets from Wall Street's ultimate bargain shopper, Sandy Weill.

But Mr Weill himself, who has known Mr Pandit for 15 years, says he is "thrilled" with the appointment.

A series of regulatory snafus prompted Mr Weill to bring in Mr Prince, a lawyer by background, to tidy up.

Weill's group estimated that a family of four that may now receive about $464 a month in food stamps stood to lose about $59.

(Citigroup stock has lost more than 90 percent of its value since Mr. Weill congratulated himself. )