While the banking industry has weathered its share of economic challenges in recent years, the next major threat may be quietly building and it’s not what most banks are stress testing for.
In his recent American Banker op-ed, our CEO Adam Mustafa warns that a trade war-induced recession could be the most serious risk to the banking system since the 2008 financial crisis. And unlike the pandemic, banks should not assume that sweeping fiscal and monetary rescue packages will be available if the economy falters.
Why This Risk Is Different
The probability of a trade war recession is difficult to quantify it shifts with geopolitical headlines and policy changes. But Adam argues that uncertainty is not a reason for inaction. In fact, it’s precisely why banks need to start preparing now.
Today’s fragile “pause” in tariff escalation may not last. Even without new rounds of tariffs, U.S. trade policy has already pushed the effective tariff rate to levels not seen in decades. Industries that depend on imports or export revenues are especially exposed, creating sector-specific credit risks not captured by traditional stress tests.
Compounding the risk is the Fed’s limited ability to cut rates in response. Elevated inflation and a weakening U.S. dollar could handcuff monetary policy, leaving banks more vulnerable to margin compression, repricing risk, and growing unrealized losses.
In short: This would not be a 2008-style recession. Something worse could be a moderate downturn combined with high interest rates and a lack of safety nets.
Capital Decisions Require a Trade War Lens
Since "Liberation Day," many banks have restarted M&A deals, stock buybacks, and dividends, all of which consume valuable capital. These moves make strategic sense in a stable environment, but what if the trade environment turns?
Adam makes it clear: Every capital decision must be vetted under a trade war stress scenario. Standard CCAR or DFAST models won’t cut it. These frameworks simulate past crises not today’s emerging threats.
Failing to plan could leave banks scrambling to raise capital mid-downturn, an effort that could be expensive, dilutive, or worse, too late.
Regulators May Not Be There to Catch You
Adding to the concern is the current regulatory climate. Staffing constraints and a “tailored” supervisory approach mean some troubled banks may be left to fail. In a market rattled by even modest uncertainty, this could spark depositor anxiety or localized runs.
The lesson from 2008 remains: Perceived weakness can be just as dangerous as real weakness.
Hope Is Not a Plan
As Adam writes, "Let’s hope history doesn’t repeat itself. But hope alone is not a plan."
Now is the time for boards and management teams to go beyond check-the-box stress testing. A trade-war-tailored capital analysis is not about panic, it's about preparation. Banks that take this step will be better positioned to defend their capital, reassure stakeholders, and maintain the flexibility to act strategically.
At Invictus, we help banks do exactly that with customized stress scenarios, capital adequacy analytics, and regulatory-aligned frameworks designed for today’s risks, not yesterday’s.
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