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How Oil Prices Have Reacted To Financial Crises Through History | OilPrice.com

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How Oil Prices Have Reacted To Financial Crises Through History | OilPrice.com

As soon as rare, monetary crises that require dramatic rescues are rapidly changing into the norm. Every of the final 4 U.S. administrations has grappled with an financial disaster severe sufficient to warrant authorities intervention. The present banking disaster comes simply three years after the Covid-19 pandemic triggered international provide chain disruptions, which itself got here a bit of greater than a decade after the 2008 monetary disaster. Sadly, power is likely one of the sectors which have traditionally been hammered probably the most each time the financial system ails. Financial downturns together with recessions are likely to have a pronounced damaging affect on the oil and fuel sector, resulting in steep decline in oil and fuel costs in addition to contraction in credit score. Falling oil and fuel costs means decrease revenues for oil and fuel corporations and tight credit score situations that lead to many explorers and producers paying larger rates of interest when elevating capital, thus crimping  earnings much more. 

Whereas fast motion by the U.S. authorities seems to have stabilized the banking sector, some specialists are warning that we aren’t out of the woods but. 

Former PIMCO chief Mohamed El-Erian has criticized the Federal Reserve’s delayed motion to manage inflation, and says the central financial institution’s “least unhealthy” possibility is to right away  pause its rate of interest will increase,”The diploma of financial contagion that resulted from this mishandled rate of interest cycle goes to be important as a result of there are two completely different drivers right here. One is banks themselves getting extra conservative and two is banks anticipating regulation to get tighter. The regulators and the supervisors have been embarrassed and the response has at all times been tighter in regulation regardless that it is a failure of supervision greater than a failure of regulation,” El-Erian has advised CNBC. 

Let’s look at how power markets have reacted to previous financial and monetary crises.

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The Nice Melancholy of 1930

The opening of large oil fields in the US within the years heading into the Nice Melancholy of 1930 led to an unlimited glut and despatched costs crashing to only 13 cents per barrel (~$5.40 right now adjusted for inflation).

In October 1929, U.S. business crude shares hit a staggering 545 million barrels, because of the invention of a number of large oil fields in Oklahoma, Texas, the remainder of the Southwest and California. Again then, that was the equal of 214 days of manufacturing; for some perspective, U.S. crude oil shares have been 845.27M for the week ending March 24, equal to ~42 days of manufacturing. 

The primary gusher got here on-line in 1926 in Oklahoma’s Seminole area, yielding 136 million barrels yearly, or 10% of your entire U.S. oil output. A deluge of recent discoveries in Oklahoma Metropolis, Yates area (West Texas), Van (East Texas), Sign Hill in California, and the super-giant Lengthy Seaside Oilfield inside Higher Los Angeles rapidly put an finish to the height oil fears prevalent within the early Nineteen Twenties. 

Associated: WTI Crude Positive aspects As Banking Fears Ease, Kurdish Oil Exports Stay Suspended

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By the summer time of 1931, East Texas area alone was pumping 900,000 barrels per day from roughly 1200 wells, up from just about zero only a few months prior. Sadly, an excessive amount of oil flooded the markets and, compounded with low demand in the course of the melancholy, triggered a dramatic oil value crash, with costs plunging from $1.88 per barrel in 1926 to $1.19 in 1930 and ultimately 13 cents a barrel within the throes of the melancholy in July 1931.

Oil Shock of 1973/74

The oil shock of 1973/74 is considered one of the vital vital oil crises after an oil embargo by Arab producers towards the U.S. deepened the monetary disaster of the early Nineteen Seventies. On this case, it was excessive oil costs that truly triggered a extreme financial disaster.

On October 19, 1973, the Group of Arab Petroleum Exporting Nations (OAPEC) slapped an oil embargo on the US in response to President Nixon’s request to Congress to make out there $2.2 billion in emergency assist to Israel for the Yom Kippur Conflict. Consequently, OAPEC nations stopped all oil exports to the U.S., and began manufacturing cuts that lowered international oil provide. These cuts almost led to a provide crunch and quadrupled the worth of oil to $11.65 a barrel in January 1974 from $2.90 a barrel earlier than the embargo. The embargo was ultimately lifted in  March 1974 amid disagreements inside OAPEC members relating to how lengthy it was to final.

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Because the then Fed chair Arthur Burns noticed, the embargo and manipulation of oil costs had come at most inopportune time for the US. By the center of 1973, costs of commercial commodities have been already rising at greater than 10% p.a. Industrial crops have been working at just about full capability resulting in deep shortages of commercial supplies. In the meantime, the  U.S. oil business lacked extra manufacturing capability, resulting in large oil deficits and gas shortages all over the place. 

To make issues worse, OPEC was gaining important market share whereas non-OPEC sources have been in deep decline. This allowed OPEC to wield way more energy and affect over the worth setting mechanism in international oil markets. Following the devaluation of the greenback, OPEC nations resorted to pricing their oil by way of gold and never USD, resulting in a wild gold rally from $35 an oz. to $455 an oz. by the top of the Nineteen Seventies. 

In the end, the oil disaster of 1973 and the accompanying inflation triggered a U-shaped recession characterised by a protracted interval of weak progress and financial contraction. 

The Oil Value Disaster of 1998–9 

The oil value disaster of 1998/99 was the alternative excessive of what People who had lived by means of the oil value surges in the course of the Nineteen Seventies have been accustomed to, with the Asian monetary disaster triggering a dramatic decline in costs.

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The collapse of the Thai baht in the summertime of 1997 marked the start of the oil value crash and led to the inventory markets crashing 60%. Consequently, oil demand in Asia, a pillar of world demand, pulled again sharply with demand in different components of the world additionally slumping. To exacerbate issues,  OPEC manufacturing continued unhindered at a time when Iraqi oil had returned to international markets for the primary time for the reason that Gulf Conflict. Certainly, Iraq almost quadrupled manufacturing from simply shy of 600k barrels per day in 1996 to 2.3 mb/d in 1998.

Simply as oil costs began to sink In November 1997, OPEC ministers agreed to lift their manufacturing quota by 2 million barrels per day on the faulty assumption that international demand would proceed to speed up on the identical clip it had within the few years previous to 1997 on the peak of the Asian financial miracle. It was not lengthy earlier than OPEC realized it had acquired its timing horribly flawed and lowered manufacturing quotas a number of instances in 1998 in a bid to arrest the oil value decline. However a number of members, most vociferously Venezuela, have been loath to lose market share and refused to co-operate with swing producer Saudi Arabia. Not surprisingly, costs crashed 40% between October 1997 and March 1998 to $10 per barrel, with some grades going as little as $6 by the top of 1998 amid OPEC squabbling.

For American drivers, the oil value crash was Eden, and automobile consumers embraced sport utility autos and vans over smaller automobiles. Manufacturers like Ford Expedition Lincoln Navigator all of a sudden couldn’t sustain with demand.

Greater might or will not be higher, however automakers are scrambling to construct the behemoths People will purchase,” the New York Occasions reported.

The World Monetary Disaster Of 2008

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The monetary disaster of 2008-2009 is considered the most important to hit the globe thus far this century. The disaster began in the actual property market in 2006 and was marked by a pointy enhance in defaults on subprime mortgages. Though the primary wave of the disaster was contained, it  severely curtailed financial exercise because the contagion unfold all through the financial system. Commodity costs climbed sharply even because the housing market collapsed.

The disaster ultimately triggered a wave of deflation and liquidation that took values of all belongings, together with oil and fuel, decrease. Oil costs crashed from $133.88 per barrel in June 2008 to $39.09 in February 2009 whereas pure fuel costs fell from $12.69 per MMBtu to $4.52 over the timeframe.

Fortunately, the disaster got here to an finish a yr later because of aggressive stimulus employed by governments that led to expectations of elevated inflation, which in flip triggered a rise in commodity shopping for in addition to an enchancment in credit score situations.

By Alex Kimani for Oilprice.com

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Dividend Stability and Regional Strength: The Case for Truist Financial (TFC)

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Dividend Stability and Regional Strength: The Case for Truist Financial (TFC)

Truist Financial Corporation (NYSE:TFC) is included among the 11 Best Bank Dividend Stocks to Buy.

Dividend Stability and Regional Strength: The Case for Truist Financial (TFC)

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Truist Financial Corporation (NYSE:TFC) is a prominent American commercial bank with a strong footprint in the Southeast and Mid-Atlantic regions. Ranking among the top ten banks in the country, it enjoys a solid market position in high-growth states like Florida and Georgia. Recently, the bank has prioritized digital innovation and technology development to improve service delivery and remain competitive against fintech firms.

Regulatory compliance remains a key focus for Truist Financial Corporation (NYSE:TFC), as it operates under enhanced prudential standards and capital requirements as a Category III banking organization. Adhering to these standards is essential for sustaining its operations and long-term strategies. At the same time, Truist’s disciplined approach to capital management allows it to maintain financial stability while pursuing strategic growth opportunities, including potential mergers and acquisitions.

Truist Financial Corporation (NYSE:TFC) is also popular among investors because of its dividend policy. The company has been making regular payments to shareholders since 1997. Currently, it offers a quarterly dividend of $0.52 per share and has a dividend yield of 4.53%, as of September 24.

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While we acknowledge the potential of TFC as an investment, we believe certain AI stocks offer greater upside potential and carry less downside risk. If you’re looking for an extremely undervalued AI stock that also stands to benefit significantly from Trump-era tariffs and the onshoring trend, see our free report on the best short-term AI stock.

EAD NEXT: 12 Best Stocks to Buy Now for Passive Income and 12 Best Retail Dividend Stocks to Buy Now

Disclosure: None.

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Financing opportunity: Q&A with Harold Pettigrew on the future of the CDFI Sector – Kresge Foundation

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Financing opportunity: Q&A with Harold Pettigrew on the future of the CDFI Sector – Kresge Foundation

As the community finance field enters a new era—shaped by economic uncertainty, shifting capital flows, and growing calls for accountability—how can CDFIs prepare for what’s ahead? The Kresge Foundation spoke with Harold Pettigrew, the president and CEO of the Opportunity Finance Network (OFN) to help answer that questionThis article is part of a series highlighting the impact of CDFIs and how the sector is adapting to the current environment. 

MD: CDFIs play a unique role in our financial ecosystem, often serving communities that mainstream banks overlook. Why are CDFIs so critical for advancing economic growth and creating opportunities in underserved communities?

HP: In every corner of America, CDFIs show that impact and financial performance aren’t at odds—they reinforce each other. We address market gaps and go where traditional capital doesn’t: listening first, solving for need, and providing capital to people and financing projects that strengthen families and communities. Whether it’s a small business on Main Street or a housing development in a rural town, CDFIs make investments that build wealth and create opportunities that reach people and communities that need it most. 

MD: CDFIs seem to have broad support in Congress, even when some administrations have looked to reduce funding or support. Is bipartisan support materially different today? What role has OFN played in telling the CDFI story and maintaining that support?

HP: Bipartisan support for CDFIs remains strong because our work cuts across political divides — we’re about creating jobs, building businesses and revitalizing communities. What’s different today is the urgency and scale of the need, and the growing recognition that CDFIs are essential partners in solving some of our nation’s toughest challenges. OFN and CDFIs tell real stories of impact—stories of people across the country whose lives and livelihoods have changed thanks to the capital provided by CDFIs. Through advocacy, research, and direct engagement with policymakers, we’ve elevated a clear, consistent message: For over 30 years, CDFIs have delivered results addressing market gaps in providing access to capital to communities across the country.  

MD: Beyond federal funding concerns, what are the current challenges and needs CDFIs are facing in their day-to-day efforts to support communities?

HP: CDFIs are navigating a complex economic environment— rising interest rates, tighter capital markets, and growing community needs are stretching our resources like never before. Many CDFIs are being asked to do more with less, while also investing in their own operations to scale effectively and sustainably. OFN is working to develop diverse pools of flexible capital, make deeper investments in talent and technology, and new policy frameworks that support and recognize the unique value CDFIs bring. The demand is clear —  what’s needed now is bold investments to meet the moment and craft new solutions for the future. 

MD: Philanthropies and community development departments of banks and insurance companies have always been crucial partners for CDFIs — how can they best support and invest in CDFIs right now?

HP: Our partners in philanthropy and financial services have been critical to the success of CDFIs, and now they have a critical opportunity to strengthen the CDFI industry for the future. That means moving beyond transactional grantmaking to long-term, trust-based partnerships. It means offering flexible, risk-tolerant capital that lets CDFIs innovate and expand, and it means investing in the infrastructure — people, systems, data — that helps us operate at scale.

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MD: What keeps you optimistic about the future of the CDFI sector?

HP: What keeps me optimistic is the impact and commitment I see every day, from the entrepreneurs we finance, to the communities we serve, to the CDFI leaders innovating with courage and conviction. The sector is growing, diversifying and deepening its impact. We’re not just responding to the moment — we’re helping define the future of expanded access to finance and financial services. And with every new loan, every new partnership, every life changed, we’re proving that when we expand access to opportunity — we don’t just finance projects, we shape the future of communities across the country.  

Harold Pettigrew is the President and CEO of Opportunity Finance Network (OFN) 

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Reimagining Finance: Derek Kudsee on Coda’s AI-Powered Future

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Reimagining Finance: Derek Kudsee on Coda’s AI-Powered Future

Derek Kudsee is a veteran of the enterprise software industry, with senior leadership roles at industry giants such as SAP, Salesforce, and Microsoft under his belt. So, when he took the helm as the new Managing Director for Unit4 Financials by Coda, ERP Today sat down with Kudsee to discuss his vision for Coda, the promise of agentic AI to make work feel lighter for finance teams, and his mission to transform the classic system of record into a dynamic system of intelligence for the Office of the CFO.

What was it about the opportunity at Unit4, and specifically the challenge of modernizing Coda, that convinced you to take this role? 

A rare combination of having a deeply trusted platform and a clear opportunity to reimagine the finance function drew me to Unit4, and specifically the Coda business. Some of the largest enterprise customers have been running on this platform for decades. I’ve been brought in to help these finance teams run more efficiently and provide greater insight through agent-driven automation. We live in a world where technology has converged in our consumer and professional lives. Therefore, modernization is not only about addressing complex systems, but also about enhancing the user experience. This combination of running a deeply trusted platform, reimagining its capabilities in an AI-driven world, and modernizing the user experience was attractive. 

Unit4 Financials by Coda’s goal is to deliver an “AI-fueled office for the CFO” using agentic AI. How will a finance team using Coda experience this in their day-to-day work? 

When one thinks of an AI-fueled Office of the CFO, it’s about having agents deep inside those finance processes that will suggest, explain, and act within guardrails that finance teams can set. The work should feel like the machine is performing tasks that were previously done manually or laboriously. 

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A simple example is in an accounts payable department. An agent can automate everything from invoice capture using AI-driven OCR, verify that the invoices are within policy, queue them for approval, send them to the respective individuals, and flag exceptions along the way. Users can see how the work feels lighter because the machine handles everything from capture to the final stage, including payment release. 

How do the AI functionalities offered by Coda differ from what competitors are offering right now? 

Many vendors today have a finance module. However, we aim to be the best standalone financial management system, not a generic suite. We’re not trying to be finance because we want to sell an HR or CRM system. That means we need to embed intelligence deeply within the finance processes so that the software acts, takes action, and performs activities for the finance function. For that, the agentic AI needs to operate with autonomy, understand financial context, and learn from user behavior. 

Moreover, fundamentally, Coda has always been built on a unified financial model. We’ve never had Accounts Payable separate from Accounts Receivable that needed to be consolidated. Our AI works on clean, structured data from day one, and that’s the foundation for accuracy. We don’t need to chase hype to incorporate AI. We’re going to redefine the finance function with AI at its core. 

How do you plan to balance the introduction of these cutting-edge innovations without disrupting the core stability that Coda is known for? 

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The safest way to modernize finance is to add certainty around the core, rather than disrupting it. Our core is why customers have been running Coda for 20-30 years. Thus, stability is not a nice-to-have; it’s non-negotiable. Our customers run mission-critical processes, and that trust is sacred to us. Therefore, every innovation we deliver, whether it’s UX modernization or AI, will be built on one simple principle: if it compromises stability, we don’t build it. We don’t ship it. 

With that rock-solid foundation in place, we can layer intelligence and usability on top. While some software providers are still determining the stability of their platform, we can offer customers the best of both worlds. They’ll have the reliability they’ve counted on for decades, and now we bring them the innovation they need to stay ahead. 

What This Means for ERP Insiders 

Your biggest enemy is decision latency. According to Kudsee, the primary challenge for modern finance is the gap between a business event occurring and the ability to respond intelligently. This decision latency, caused by fragmented data, batch processes, and manual workarounds that are standard in traditional ERP environments, prevents finance from being a proactive and strategic partner. Coda’s goal is to shrink that gap from weeks or days to near-real-time. 

Shift the ERP mindset from system of record to system of intelligence. For decades, the primary function of ERP finance modules has been to record transactions accurately. This is no longer sufficient, as Kudsee notes. A modern financial platform must function as a system of intelligence that not only records data but also analyzes, predicts, and automates actions within core financial processes, effectively acting as the intelligent brain of the CFO’s office. 

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Prioritize financial depth over suite breadth. Kudsee suggests that the single ERP for everything strategy can result in a finance module that is a jack-of-all-trades but master of none. The alternative approach is to prioritize depth and best-in-class functionality for the critical finance function. Instead of settling for the generic finance module within a larger suite, consider how a dedicated platform like Unit4 Financials for Coda, focused on deep financial control, insight, and automation, can deliver more agility and tackle core challenges, such as decision latency, more effectively. 

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