Overview of MorganStanleyGate   The content of this website will astonish, because of . . .  . . . What it reveals  . . . Who is behind it; and  . . . Why it occurred.

This is about a scandal involving Morgan Stanley, bearing similarities to Watergate: ⇨ Initial crime - What started it all was a relatively pedestrian transgression; ⇨ Cover-up - As much has been at stake (e.g., money, careers and reputations), the efforts to "keep a lid on this" have been unrelenting; ⇨ Escalation - The initial infraction grew into a full blown scandal from the ensuing criminal activity associated with the cover up; ⇨ Pay-offs - After being caught red-handed in making cash payoffs, sophisticated forms of barter were subsequently used; ⇨ Fraud - An astonishing level of deceit and dirty tricks have been employed in the cover-up; ⇨ Corruption - Widespread corruption in the public & private sectors was observed, fulfilling a key role in the cover-up; ⇨ Wire-Tapping - There has been widespread invasion of privacy by listening in on cell phone calls and monitoring emails; ⇨ "Deep Throat" - an inside source has provided vital information that has proven accurate; ⇨ Endorsement At The Top - The unlawful acts were known and endorsed by senior executives; ⇨ Above The Law - the senior executives involved in this scandal mistakingly believe they are "above the law"; ⇨ "Dirt" - Private investigators were employed to dig up "dirt" for use in blackmail; ⇨ Blackmail - Threats of exposing "skeletons in the closet" were used to ensure "those in the know" remained quiet; ⇨ Denials - Those involved in this scandal are quietly dismissive of the allegations, relying on undermining the credibility of those making them through smear campaigns; ⇨ Reticence by the Press - The media has been initially reticent to report on this scandal -- but this will change; ⇨ Reticence by Law Enforcement - Law enforcement officials have delayed their investigations -- this will also change; ⇨ Quest for the Truth  - The persistence of a few will ensure the "Truth" prevails, and because of its importance, failure is NOT an option; ⇨ Dangerous Precedent - If these unsavory practices were allowed to continue unabated, the implications could be dire; and ⇨ Removal From Office - Those culpable will eventually be forced to resign from their positions of influence. Hence, this scandal is aptly coined "MorganStanleyGate".

The Sponsors    Morgan Stanley, often with the assistance of Kirkland & Ellis, engages in activities intended to destroy the careers, lives, livelihoods and families of those perceived as threats to Morgan Stanley's business interests.  These include Fraud, Racketeering, Extortion, Sabotage, Corruption and Assassinations -- or otherwise referred to as FRESCA Crimes.    The Assassinations referred to here typically entail carefully orchestrated smear campaigns to marginalize those targeted -- in effect, these are assassinations of personal character and professional reputation.  They will also resort to murder, in the form of contract "hits" staged to appear as "accidents", in order to silence those who know too much, and are unwilling to back down -- and such is the case with whom they targeted in this matter.

The Target In this matter, the target of Morgan Stanley's wrath has been Spencer C. Young, a former Executive Director at the firm.  He is an Ivy-league educated family man with four sons, who was born and raised in Long Island, New York.  His professional expertise spans more than 20 years in commercial real estate investment banking and redevelopment.  The tribulations heaped on Mr. Young and his family since November 20, 2002 have caused unimaginable pain and suffering, and the paradox of it all is that it's because he had: (1)   Developed and trademarked a highly successful proprietary brand of commercial backed securities ("CMBS"), known as the IQ® (Representing "Institutional Quality") brand, whose intrinsic value was $250 million when developed and considerably more thereafter; (2)  Closed the largest monetization of farm loans ever, thereby earning the biggest fee that year for his investment banking/securitization group; and (3)  Enjoyed a loyal client following, including some of the largest and most prestigious financial institutionals in the CMBS industry. The Motives So that he wouldn't "jump ship" in 2002, various executives at Morgan Stanley promised Mr. Young a promotion and outsized bonus for the above accomplishments; however at the end that year, he was surreptitiously included in a firm-wide downsizing -- the result of a fraud devised by two collegues of his at Morgan Stanley -- Warren Friend, whose motivation was job insecurity and John Westerfield, as an act of revenge.  Mr. Young founded the CMBS business at JPMorgan in 1994, and during his tenure there as Chief Operating Officer of its CMBS business, Mr. Young competed directly against Warren Friend for institutional client business . . . AND NEVER LOST.  Moreover, John Westerfield's axe to grind with Mr. Young was predicated on "getting him back" for transferring out of Mr. Westerfield's group in 2000.  Accordingly, Mr. Friend (with the backing of Mr. Westerfield) represented to the "higher ups" at Morgan Stanley that he alone was responsible for creating the IQ® franchise, and that Mr. Young had little to do with it.  This was not only untrue, the firms who participated in the IQ® brand transactions agreed to move their business to whatever rival Wall Street Mr. Young joined.  Moreover, many of the group heads at these firms agreed to come work for Mr. Young under an integrated merchant banking structure he devised, which was called Project Atlas, the particulars of which are accessible by clicking the tab on the left. If Mr. Young joined another Wall St. firm, it would have negatively impacted Morgan Stanley's CMBS franchise generally and would have wiped out the $250 million + value of the IQ® brand, specifically.  Moreover, the fraud devised by Messrs. Friend and Westerfield's fraud would have been exposed.