The 2001 recession was an investment bust, not a consumer one. The Nasdaq peaked in March 2000 and would ultimately lose 78% of its value; the capital-expenditure mania of the late 1990s — fiber, servers, dot-com payrolls — unwound through 2000–01 as profits evaporated. GDP barely fell: the recession showed up in business spending and jobs, not consumer demand.
An interrupted downturn
The Fed cut rates from 6.5% to 1.75% within the year, and the economy was stabilizing when September 11 hit — freezing travel, insurance, and confidence for a quarter and extending the contraction to 8 months. Corporate scandals (Enron in late 2001, WorldCom in 2002) poisoned equity sentiment well past the official trough.
The signal record
Inversion warned earliest — the curve was inverted through most of 2000. Equity-linked stress arrived before labor did: durable orders and temp help declined through 2000, while claims and the Sahm rule confirmed around the official March 2001 peak. Another jobless recovery followed — unemployment did not peak until June 2003, 19 months after the recession ended.