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Revisiting the 2008-09 auto bailout that saved GM and Chrysler

The Federal Reserve stayed open late on December 31, 2008. There's almost no way you could remember that because barely anyone knew at the time. But General Motors had to pay its bills, and the Fed wired money so GM could still buy things in January. Without those funds, the nation's largest automaker wouldn't have seen much of 2009. It's one of many heart-stopping moments that illustrate just how close Detroit's Big Three came to extinction nearly a decade ago. They're chronicled in a new movie, Live Another Day, premiering in theaters September 16. Filmmakers Bill Burke and Didier Pietri interviewed nearly all of the key executives, federal officials, and union chiefs to recreate the auto industry's most perilous period. The movie begins in the aftermath of Lehman Brothers' demise amid the global financial meltdown. Things looked bleak for American carmakers, and their CEOs were laughed off Capitol Hill when they sought a Wall Street-style bailout. "It was a feeling that it was the end of the world," Pietri told Autoblog in an interview where he and Burke previewed the film. Saved by last-minute loans authorized by the Bush Administration after Congress refused to act, Detroit staggered into 2009 with a faint pulse. Live Another Day illustrates the downward spiral that played out that winter as President Obama and his task force – with little prior knowledge of the auto industry – wrestled over the fate of hundreds of thousands of jobs. GM's longtime CEO Rick Wagoner was fired in March. Fiat CEO Sergio Marchionne suddenly appeared as a savior for Chrysler, with his own motives. Obama rejected restructuring plans from the automakers. Chrysler declared bankruptcy on April 30. GM followed June 1. The sequence was very public, but Pietri and Burke showcase lesser-known events that shaped the outcome. They also seek to dispel the notion that the government rescued GM and Chrysler from incompetent leaders. "We never subscribed to the theories that the management structures of the companies were a bunch of idiots who didn't know what is going on," Pietri said. At one point, Chrysler executives were negotiating with Marchionne and Fiat. Unbeknownst to them, the government was having its own talks with the Italian automaker. The filmmakers also cast light on the bankruptcy process, which was shredded to shepherd two of America's industrial icons through reorganizations.

Sergio Marchionne, the man who saved Fiat and Chrysler, dies at 66

MILAN — Sergio Marchionne, one of the auto industry's most demanding and tenacious chief executives, who rescued Fiat and Chrysler, two of its most storied brand, has died after complications from recent surgery. He was 66. The gruff chief executive spent 14 years at the wheel of Fiat Chrysler, the group he built. He was replaced as boss last weekend after his condition worsened. In Italy, where his turnaround of Fiat earned him legendary status, he was treated like a rock star. The former philosophy student and accountant almost never wore a tie and preferred casual sweaters, half-joking that it saved him time on dressing. A heavy smoker until giving up the habit a year ago, he was known for working extraordinarily long hours before falling ill. He demanded others keep a similarly grueling schedule, earning him a reputation from friends and foes alike for being stubborn and arrogant. "I feel like I live in a tunnel. He is not just demanding; he wants all your life devoted to him," said one banker who worked with Marchionne on various deals in recent years. Some could not keep up with his round-the-clock approach. Another banker who worked with Marchionne said he would receive emails from him at all hours, even in the middle of the night. In his last public appearance on June 26, wearing his signature sweater, Marchionne appeared fatigued and out of breath as he presented a Jeep Wrangler to Italy's paramilitary police, the Carabinieri, at a ceremony in Rome. Days later, he went to Switzerland to undergo what Fiat Chrysler (FCA) described as a shoulder operation. FCA has not said what happened after he left the operating theater, but according to media reports in Italy, the surgery was for an invasive sarcoma he had known about for some time but had not revealed to his boss, FCA Chairman John Elkann. The reports say he underwent a risky surgery in Switzerland but developed a cerebral embolism on the operating table that left him in a coma. In an emergency board meeting at the weekend, FCA chose the head of its Jeep division, Mike Manley, as his successor. On Wednesday, Elkann announced that the longtime CEO had passed away, saying: "Sergio Marchionne, man and friend, is gone." Marchionne has done what many thought impossible, most notably his huge gamble just over a decade ago when he set in motion the marriage between the then-ailing Fiat with bankrupt U.S. rival Chrysler. It is now the world's seventh-largest carmaker and is debt-free.

Fiat Chrysler CEO says final merger talks with Peugeot going well

BRUSSELS — Fiat Chrysler's chief executive Michael Manley said on Wednesday that merger talks with Peugeot owner PSA  to create the world's No. 4 carmaker are progressing well and he hopes to have a deal within 12-14 months. Speaking to Reuters on the sidelines of an industry meeting, he said he doesn't expect any major obstacles that could delay a final agreement. "Talks are progressing really well," Manley said about negotiations with the French carmaker ahead of a briefing by the European automotive association (ACEA), of which he is president. His comments come a month after the two carmakers agreed to a binding deal worth about $50 billion to combine forces in response to a slowdown in global demand and mounting costs of making cleaner vehicles amid tighter emissions regulations. Manley's timeline for completing the deal by early 2021 is in line with a forecast made by the companies in December. Fiat and Peugeot are now getting into the details of how the merger will work, including choosing which vehicle platforms — the technological underpinnings of a vehicle — will fit which products in a combined company. Because customers in different locations still prefer vastly different cars, there is room for multiple platforms in a combined group, Manley said. "That global platform is an elusive beast," he added. "This concept of a massive global platform in my mind is almost a myth, but that doesnÂ’t mean to say weÂ’re not going to recruit significant volume." Related Video: