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Brevan Howard bites the bullet on senior quant hire

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Headcount at Brevan Howard has been heading down this year, as Alan Howard’s hedge fund deals with fund outflows and ongoing poor performance.

However, like most hedge funds, Brevan Howard appears willing to invest in quant expertise. It’s just brought in Duncan Larraz, who was latterly head of quant analytics at asset management firm Tages Capital. He joined Brevan Howard as a strategist earlier this month.

Larraz was head of collateralized debt obligation (CDO) investments for UBS’s asset management arm in Chicago until he left to found London-based hedge fund Morganweiss Capital in April 2012. He then joined Charles Street Capital’s systematic investments division in 2013, before moving to asset manager training firm Essentia Analytics in December 2014, where he was head of financial engineering. He signed up to Tages Capital in May 2015.

Larraz’s arrival comes as Brevan Howard has been losing staff. Its Master fund is down 3.8% so far this year, according to Bloomberg. Last year, Brevan cut employees by 32% – it had 178 employees in 2015, but reduced headcount to 122 by the end of March last year, according to its latest accounts.

While Larraz bolsters Brevan’s quant analytics team, actual traders have been trickling out. Most recently, James Watson, a Brevan Howard partner who joined in 2011 after a four-year stint at Morgan Stanley where he was head of swaps trading ex-euro, left for Millennium Capital Management in May. Meanwhile, former Goldman Sachs prop trader Andrew Dausch who also joined Brevan in 2011, left for Moore Capital Management and Mark Deniston left the hedge fund to lead GDP rates trading at Royal Bank of Scotland in January.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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KKR has been stocking up with juniors from GS and JPM, again

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The ‘Goldman Sachs of private equity’ has been hiring junior bankers in London. And guess what? It likes to hire from Goldman Sachs. Or, maybe…J.P. Morgan.

KKR’s most recent London hire is drawn from Jamie Dimon’s stable. Risham Saif, an analyst who spent nearly two years on J.P. Morgan’s leveraged finance team, has just joined as analyst in London. Saif follows in the footsteps of  Vazgen Badalyan, another JPM analyst who joined KKR in after a year in a half in January, and Paul Atefi, who spent a full eight years in J.P.M’s lev fin team and joined KKR in May.

KKR clearly quite likes to hire from J.P. Morgan. However, it also quite likes to hire from Goldman Sachs: around 15% of its London staff are GS alumni. In May, KKR poached Alexis Augier, an analyst from Goldman’s securitisation team. Augier had only been at GS 11 months. In February, it poached Christopher Drewson from rival private equity fund BC Partners. Drewson had been at BC 18 months, but he was at Goldman for a year before that.

What makes KKR so appealing? Having a big brand name helps. KKR ranked second as the most popular private equity fund to work for in our ideal employer survey. You’re going to be keeping your “optionality” open with KKR on your CV. You should also do well out of any carried interest – albeit not until you’ve been there for several years. And KKR’s share price is rising – it’s up 11% since January, compared to a rise of just 2% at J.P.Morgan and a decline of 9% at Goldman Sachs. That’s nice, given that KKR paid out $111m in equity-based compensation in the quarter ended March 2017.


Contact: sbutcher@efinancialcareers.com

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Photo credit: Shop by Victor is licensed under CC BY 2.0.

Point72 has been ramping up junior recruitment in London

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Steve Cohen might be prepping a massive new $20bn hedge fund, but the build out of his ‘family office’ Point72 Asset Management in London continues and is focusing on junior recruits.

After an initial bout of hiring portfolio managers, Point72’s London recruitment drive has more recently centred on analysts, and the bar has been unusually high. The latest junior recruits to stroll into Point72’s St James’s Square office are Ryan Fox, a former equity analyst at the UK operation of Tudor Investment Corporation, and Daniel Sepe, an analyst on the firm’s equity long short fund who joined from BNP Paribas’ equity broker Exane earlier this month.

Like most recent Point72 junior recruits in London, both Fox and Sepe have an investment banking background. Fox started out as a telecoms research analyst at Morgan Stanley, while Sepe was an associate in Macquarie’s investment banking group for three years before joining Exane.

Point72 rose from the ashes of SAC Capital Advisors following a major insider trading scandal in 2014. It has over 1,000 people globally managing $11bn of Steve Cohen’s money and relaunched its London operation last year after SAC pulled out of the UK in 2013. Initially, its recruitment drive primarily attracted former senior SAC employees who had moved on to other hedge fund roles after the office closure, but this year hiring has focused on analysts.

In April, it hired Jonathan Bensoussan, a credit trader at BlackRock who was named in Forbes’ annual 30 under 30 finance list in 2016. He also previously worked in M&A at Goldman Sachs, but is now working as an analyst on Point72’s equity long-short fund.

Meanwhile, Kim Chatall, who spent three years working in IBD at Morgan Stanley as well as spending time as a quant at Handelsbanken Capital Markets in Sweden, also joined Point72 as an analyst in February.

Steve Cohen has bemoaned the lack of talent available to hedge funds on a couple of occasions now, so has focused on hiring in juniors and training them up. Around 80% of Point72’s money managers started out as trainees. As well as the analyst recruitment, it’s also rolled out its ‘academy’ to London and received 1,500 applications last year for three-five available roles.

The best route in is internships, and Point72’s London interns have just started their summer at the firm. Fin Brown, a statistics, economics and finance student at University College London (UCL) – and who previously interned at quant fund Cantab Capital Partners – has just started at Point72, as has Farah Hamzaoui, who is also studying at UCL.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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Meet the senior City lawyer who says a hard Brexit is no big deal

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If you know your hard and soft Brexit, you probably also know your hard and soft Brexit-related banking job losses in the City of London. Oliver Wyman thinks up to 100,000 City jobs could be affected in a hard Brexit scenario whereby a trading agreement with the EU is either absent or negligible. By comparison, if the Brexit is soft and we’re still in the European Economic Area and passporting continues gently unabated, Oliver Wyman says that number could be 8,000, or less.

Not everyone’s afraid of a hard Brexit though. Barnabas Reynolds isn’t, and if anyone’s well placed to judge the Brexit effect, it’s probably him.

Reynolds is head of the global financial institutions advisory & financial regulatory group at U.S. law firm Shearman & Sterling in London. He’s also global co-head of financial institutions for the firm. And he’s a self-appointed bulwark against claims that the City of London stands to disintegrate if the UK crashes out of the European Union without a decent alternative trade agreement in place.

“A “no deal” situation wouldn’t necessarily be a bad thing for the City,” Reynolds tells us. “To suggest that it would is to misunderstand the nature of the financial services business. Clients come to the City of London to do business of their own volition. This is how the City has operated for centuries. There is nothing in European law to say that people could not come to London to do business after Brexit if they so chose. Nor is there anything to prevent European banks from setting up London subsidiaries from which to do that business. After all, this is where the liquidity and the expertise are.”

In Reynolds’ eyes, therefore, the loss of the passporting arrangement which has allowed banks regulated in London to operate branch offices in the EU would be a pin-prick rather than a dismemberment. Without branch offices, Reynolds admits that banks in London might be compelled to set up newly-regulated operations in Europe, but he argues that these will be mostly marketing entities. He says the actual business of trading and the management of risk will still take place in the UK, under new UK-regulated subsidiaries of EU banks if necessary..

“There are an awful lot of reasons why people come to the City of London to do business,” says Reynolds. “These aren’t going to disappear overnight.”

From Reynolds’ perspective, passporting is overrated. “Passporting expanded the conceptual perimeter of the City,” he says. “It made it possible for banks based in London to service customers in their home countries, but that came at a price and the price was legislation that was harmonized with the European Union.”

The way Reynolds sees it, the EU’s approach to financial services legislation is misguided. “The European Union makes rules,” he says. “They have a very Cartesian approach – they want to map their ideal environment out in an intellectual way, but this comes at the cost of a mass of red tape and a regime that’s not very market friendly.”

Distinct from the EU, Reynolds argues that the City of London can revert to its historic “standards-based” approach to regulation, which he claims is both safer for tax-payers and friendlier for businesses.

Of course, this won’t happen if the UK opts for an equivalence deal in which London banks are given access to EU markets if and only if EU regulations are emulated exactly. In fact, Reynolds says this would be the worst of all worlds. “The UK doesn’t want to be in a gilded EU cage as a rule taker,” he says. “In this case, we would be better off walking away.”

For Reynolds, the best outcome for the UK post-Brexit is a form of equivalence based upon adherence by the UK and the EU to mutually agreed international principles rather than submission to EU-prescribed rules. “Instead of the status quo whereby the EU legislates for the City, we would work on high level principles at an international level and would ensure that neither jurisdiction is polluting the other in terms of systemic risk.”

Without this, Reynolds says London shouldn’t be fearful of doing its own thing: “A third of the City was destroyed in World War Two,” he says. “It recovered from that and the City can recover from Brexit.”


Contact: sbutcher@efinancialcareers.com

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Photo credit: City of London by Alessandro is licensed under CC BY 2.0.

12 ways junior bankers mess up their job search

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While investment banks start to welcome the new class of summer analysts, those with a few years’ experience under their belts may be looking for their first lateral move. So-called ‘first bouncers’ venturing into the job market – either by choice, or by force – still face intense competition for places. This is how they can slip up.

1. Being arrogant

Probably the worst personal trait to show is arrogance, according to Janet Raiffa, an investment banking career coach, the former head of campus recruiting at Goldman Sachs and a former associate director in the Career Management Center at Columbia Business School.

Every candidate has weaknesses, so don’t pretend that you don’t.

“Many top firms suffer from reputations of arrogance, and so they are particularly worried about hiring analysts or associates who play to this stereotype,” she said.

2. Overscheduling and underpreparing

Too many junior banking candidates go into the interview and dazzle the interviewer based on their impressive resume and the force of their personality alone, rather than doing the necessary homework in advance.

“It’s not unusual for some folks to schedule two or three or more meetings, calls or informational interviews in a day, and when you do that you don’t have enough bandwidth to do sufficient research on the organization and communicate how you will add value,” said Roy Cohen, career coach and the author of The Wall Street Professional’s Survival Guide.

“The way you uniquely distinguish yourself is through preparation, and if you book yourself too much and spread yourself too thin, then you’ll be unable to prepare sufficiently,” he said.

3. Being sloppy

In any type of correspondence or communication with recruiters, HR executives and hiring managers, typos and sloppy grammar are typically deal-breakers.

“Such mistakes may be a generational byproduct of text messaging, writing with emojis and in shorthand,” Cohen said. “You have to be really careful that your stuff is proofed and error-free, especially junior bankers, because everything you do is expected to be flawless and precise. Mistakes are not tolerated.”

4. Being too casual

Another big one is being too casual in an interview because you’ve developed a relationship during the recruiting process, Raiffa said.

“I’ve heard about interviewees cursing in interviews, high-fiving, slouching or leaving cans behind for the interviewer to clean up,” she said.

5. Ignoring the ‘fit’ question

Many junior banking candidates lack precision in explaining why they want the job, why they’re a good fit for the firm and why they’re highly qualified for the role. In fact, the technical elements of the various job functions are increasingly less important than being armed with the softer skills that banks’ hiring managers value.

“That’s the trinity you have to communicate: why the job, why the company and why you,” Cohen said. “There’s intense competition for junior banking roles now, and the only way to distinguish yourself from other candidates is to convey your message on those three levels.”

6. Using jargon incorrectly

There are a time and a place for jargon in conversation to demonstrate facility and to signal insider status, as long as you use the term correctly, but the language in a formal resume or cover letter is another story. Novices may get tripped up by using industry jargon if they’re not entirely sure what they’re talking about.

7. Not casting a wide-enough net

Cohen said some junior candidates are overeager and don’t create enough buzz around themselves due to a lack of experience working with recruiters, or they get their heart set on a single bank and overlook good opportunities at less prestigious – but still high quality – firms.

“Creating demand and having a couple of irons in the fire is important,” Cohen said. “Talk about your level of activity with the recruiters you work with. If I know you have nothing else going on, then I’m not as impressed as if I know I can lose you to another firm.”

8. Trying to B.S. rather than owning up to something you don’t know

Sometimes junior banking candidates have a lack of understanding of what the specific duties and responsibilities for the role are and they get caught saying something inaccurate or irrelevant.

“Some junior bankers end up talking about something that’s not necessarily correct, and they dig a hole for themselves,” Cohen said. “If you don’t know something, admit it rather than BSing, and be able in your follow-up to show that you understand it by following up with some demonstrated insight that you gained: ‘I’ve researched the question that you brought up, and the following issues important for consideration.’”

9. Asking how much the job pays or how much vacation time you get

One big challenge in investment banking is that a lot of firms pay the same salaries for a certain level of experience, especially for analysts and associates. For junior bankers, typically compensation isn’t really up for negotiation, and it may be a major turnoff for the interviewer if you bring it up, especially before they’ve made you an official offer. The same goes for vacation time.

Further, junior bankers who leave for a new firm every time that they’re offered a raise risk being labeled as a job-hopper.

10. Badmouthing a current or former employer

It’s vital that you don’t launch into a tirade against your existing employer or a former one, because the hiring manager may think you’d do the same after leaving their firm.

11. Not looking at the big picture

You should have a long-term view of where you see your career heading – your current role won’t last forever, so know the various exit options, including banking competitors, corporate America, tech startups and the buy side, including hedge funds and private equity.

It would also behoove you to consider the impact of artificial intelligence, machine learning and automation on your intended career path.

12. Flirting with the interviewer

The interviewer may be extremely attractive, and you may have plenty of self-confidence, but this is a job interview, not a date, and acting unprofessionally, even if you feel that you’re being flattering, is a sure-fire way to sabotage your chances of getting the job.

Photo credit: KUO CHUN HUNG/iStock/Thinkstock
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Credit Suisse MD says jobs moving from NYC to Raleigh, NC on schedule

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Many big banks, including Goldman Sachs, J.P. Morgan, Morgan Stanley and Deutsche Bank, have moved jobs from expensive cities like New York to lower-cost areas across the U.S. Now, Credit Suisse has joined them and has already started moving Wall Street jobs down to Raleigh, North Carolina, in keeping with a cost-cutting plan announced just last month.

While Credit Suisse has had a presence in Raleigh for more than 12 years, employing approximately 2,000 people, about 40% of whom are in technology, it recently decided to shift jobs to North Carolina from New York. The functions historically represented in the Raleigh office include operations, finance and technology in support of U.S. sales, trading and investment banking businesses.

Credit Suisse has also been adding risk management and cyber security professionals in Raleigh. The bank will continue to reduce its headcount at the New York office, currently close to 7,500, over time, while its plan is to increase Raleigh’s staff by at least 1,200 and up to 2,000 over the next several years. The bank has plans to relocate close to 500 roles to Raleigh during 2017, with 150 roles already added in North Carolina either through staff relocations from New York or through local hiring.

“Raleigh is a hotbed of tech talent, and we are looking to expand there on the development side and increasingly around the new technologies related to cyber security, automation and data analytics,” said Dan Seabolt, a managing director and the deputy COO for combined U.S. operations at Credit Suisse. “Over the next several years, we’ll be executing a move of another 1,200 jobs from New York to Raleigh as part of a long-term structural change for services that support our U.S. businesses.

“We’re building out the risk function in Raleigh, as well as cyber security and additional technology capabilities, and we expect that Raleigh will be the main corporate hub to support our U.S. business,” he said. “We’ve already done a chunk of pretty meaningful hiring, and we’ve really accelerated our hiring engine locally.

“We’re moving managers and other staff, and when we mention relocation opportunities, we talk about the great quality of life and lower cost of living in Raleigh.”

Currently, Credit Suisse’s New York office has close to 7,500 people, but that number will decrease roughly in proportion to the increases in Raleigh, barring any surprises.

As Credit Suisse works toward its goal of having 2,500 Raleigh-based employees by the end of this year, it has acquired temporary office space and intends to build a second building there in the near future. That will enable the bank to cross 3,000 employees in North Carolina sometime next year with a maximum capacity of around 4,000.

Front-office roles will mainly remain in New York, while almost all of the additional headcount in Raleigh will be back- and middle-office roles, primarily technology infrastructure/IT (including cloud computing specialists), software/application development (including mobile and Java developers), finance, CCAR compliance, market risk, operational risk, credit risk and cyber security.

“In New York there’s been a fair amount of restructuring across the industry, but the revenue-producing sides of our business have been pretty active,” Seabolt said. “However, in general the businesses are still working through the process of making sure they’re as efficient and profitable as they possibly can be, which involves role relocations.

“Some roles will be moved down to Raleigh, although we expect a fair amount of local hiring,” he said. “We’re seeing an ability to manage that through normal attrition – we can’t do it exclusively, but if we see a departure in New York in certain areas, then we can look to potentially fill it in Raleigh, depending on the function.

“I expect Raleigh to grow and the New York office to reduce a commensurate amount in an organic, sustainable progression.”

Credit Suisse has increased its virtual recruiting, especially for interns and graduate hires, many of whom will do their first interview via video conferencing. The current intern class that started recently in Raleigh is a feeder for the full-time technical analyst program.

Seabolt says that the total number of applicants for roles at Credit Suisse in Raleigh is up 81% year-over-year.

“Since the announcement, there’s been a real level of interest in Credit Suisse, in terms of our intake of applications, and internal staff are pretty excited for the potential for job expansion,” Seabolt said. “A number of senior AVPs, VPs, directors and MDs are considering moving or discussing a move, and that will continue next year and the year beyond.

“People see it as another opportunity open to them, and we’re looking for managers and subject-matter experts who can seed our capabilities in Raleigh,” he said. “Based on the nature of how we’re looking to expand, I would expect a fair bit of uptick in our graduate intake, and we’re looking for folks with experience as well, because there’s a degree of turnover every year, and you need to replace that.”

Photo credit: legacyimagesphotography/GettyImages
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The Hong Kong banking jobs where you have no future

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The recent wave of redundancies at global banks in Hong Kong had one common characteristic – it was aimed largely at expensive senior staff. While job hunting at the top of the banking tree has always between more difficult than at the bottom, the difference is now even more extreme.

But in which particular parts of Hong Kong banking is it toughest (and easiest) for experienced staff to get work?

To find out, we looked at our database across 15 key finance job functions and compared the number of Hong Kong-based vacancies demanding at least 10 years’ experience with the number of local CVs at that level.

In the sectors towards the top of the table below, older candidates are currently enjoying comparatively straightforward job searches.

For example, in corporate banking and private banking – two functions dependant on building long-term client relationships – there are ‘only’ 12 and 25 resumes on our database respectively for every Hong Kong vacancy.

While Hong Kong recruiters say openings for senior risk and compliance professionals aren’t as abundant as last year, the table shows that middle-office candidates are still more sought after than most other job seekers in the finance sector.

More surprisingly, experienced capital markets bankers (24 jobs per CV) are also in demand. Although Hong Kong has lost its crown as the world’s top destination for IPOs in first half this year, Chinese banks in the city are still hiring ECM bankers to help win deals from mainland companies who now dominate new listings in the city.

By contrast, you’ll face 78 and 119 rival resumes respectively in private equity and hedge funds, if you have 10 years’ or more experience under your belt. Buy-side firms tend to hire elite analysts and associates from investment banks – senior openings remain rare.

The dramatic lack of jobs in equities reflects more recent events. In May, Credit Suisse reportedly culled about 35 positions from its Asian equities operations after a slump in revenues. Standard Chartered, Barclays, Deutsche Bank, BNP Paribas, CLSA, Nomura, CIMB and Jefferies have also cut jobs over the past 18 months.

These people face a bleak search for work – there are 121 roles in Hong Kong for every CV on our database in equities.


Image credit: Aneese, Getty

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“Bankers in Singapore obsessed with pay rises – it’s different in Hong Kong”

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I’ve read countless surveys about why banking professionals change jobs, and the typical reasons always crop up: better work-life balance at the new firm, a big step-up in rank and responsibility etc etc. Very rarely do people actually say they’re motivated by pay and bonuses.

But when I speak to candidates in Singapore in my role as a headhunter, it’s an entirely different story. Money isn’t just on their wish list; it’s often the number-one driver in their job hunt.

I don’t recruit junior middle-office people with justifiable aspirations to move banks for a salary increase; I deal with senior bankers who already command high compensation. Nevertheless, it’s pay that gets them going.

And I think this is much more so for bankers in Singapore than for their counterparts in Hong Kong, where I also work. The culture in Singapore is that asking for a big pay hike is okay – it’s prestigious and a sign of success – while North Asian bankers tend to be more conservative.

When I spoke at a conference in Singapore recently and touched upon this, banks were officially tight lipped and maintained that their new recruits come on board for a variety of wholesome reasons.

But when I spoke with three senior bankers at the bar after the conference, they all admitted that they’d only change banks if the money were a lot better.

How much more? I recently worked with a candidate who said he needed a 40% uplift in base pay at his next employer.

The bank really wanted this guy, so it offered him 35% – that’s a huge increase in the current market. But you know what? He turned it down. That’s how stubborn bankers in Singapore can be when it comes to pay. And this can come at a cost to their careers, if other factors about the job suggest they should actually move.

The banks I work with in Singapore officially say that they don’t want to hire money-motivated people and that their recruitment processes filter them out anyway. But in the end, they can’t ignore the majority of the talent pool.

You only need to look at the CVs of many of the hiring managers to see why – they’ve often changed jobs after only a few years, each time for a big rise. They’re part of the candidate culture in Singapore themselves.

Lucinda Ong (we have used a pseudonym to protect her identity) is a front-office headhunter in Asia.


Image credit: Stockbyte, Getty

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Morning Coffee: The $1m+ job desperate for 20-somethings. Jamie Dimon says don’t fear the robots

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If you stick it out in a front office investment banking job for three or four years and make it to associate, you’ll end up with at least $200k a year (once bonuses are factored in). But the chances of getting into finance remain slim – just 2-4% of those who apply to a graduate scheme make it in, usually straight A students with multiple internships, and even then a large proportion of people fall out after a couple of years.

Pay in banking is shrinking and while it still offers a good training programme and great exit options, there are easier options if money is your main motivator. In the UK, it’s the arcane world of working as a clerk – a kind of pimp for barristers – which pays $650k and doesn’t need a degree. In the U.S., the latest hard-to-fill job that pay at least six figures and don’t necessitate saddling yourself with a huge student loan is…working in a lumber yard.

Bloomberg reports that training schemes at of the country’s largest building supply firms, 84 Lumber Co, as well as other construction companies, pay $40k during management training. This figure increases to $200k a year at better performing stores, and it’s possible (although admittedly rare) to bring in $1m.

“You can go to college and learn the theology of the Roman Empire,” Sebastian Kleis, a college drop-out who just completed a 84 Lumber’s three-day training program. “You learn all this ridiculous nonsense, and when you get out, what are you applying that to? I know how to frame a house.”

These firms are hiring massively, and a lot of these jobs are left unfilled, creating a bizarre blue-collar bidding war, ever-more creative recruitment campaigns that use comedy videos and promises of potential riches (just like the glory days of investment banking – remember Barclays Capital’s brilliant recruitment ad?) These days banks are trying to instil passion and responsibility in their new recruits – not promises of big pay days – and recruitment videos are all high-fives and corporate slogans.

Maggie Hardy Magerko, CEO of 84 Lumber Co told Bloomberg: “I want people who work for me to retire in their 50s and own their own boats.”

Separately, should you fear the onslaught of automation? Jamie Dimon insists that it’s not going to lead to massive job cuts in banking. J.P. Morgan is starting to automate everything from back office processing to the more tedious tasks during the investment banking pitch process, but Dimon says that “bots” are not going to mean a reduction in headcount. “My guess is our headcount will go up over the next 20 years, not down,” he said during an interview on LinkedIn.

Meanwhile: 

Oppenheimer is hiring for corporate finance and debt capital markets bankers in London (Bloomberg)

It’s official – Nomura has chosen Frankfurt for its EU HQ after Brexit (Nomura)

Skilled workers from the EU are the most likely to return home after Brexit, says Deloitte (Business Insider)

Mike Hughes has joined J.P. Morgan as global head of custody from Deutsche Bank (Financial News)

Hedge fund manager turned Trump advisor Anthony Scaramucci has just landed a role as chief strategy officer of the U.S. Export-Import Bank (Reuters)

FT Partners, a fintech-focused investment bank, has opened a London office (PE Hub)

ZeroHedge readers are not all right wing conspiracy theorists (Alphaville)

The new hipster office essential – a climbing wall (CNN)

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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The demanding new finance jobs that pay dismally

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When Fred Erhsam arrived at Goldman Sachs to trade G10 currencies in 2010, he was struck by the vested interests on his desk. “Algorithms were ruling the world, but I was hired onto a manual trading desk,” he recently told Khe Hy, the former Blackrock MD-turned philosophical blogger. Goldman clearly needed to add to the algo traders and subtract from the manual traders, but this wasn’t happening and Erhsam was in no position to effect a change: “You are 21 years old, it’s difficult to vent…the traders and engineers were viewed as second class citizens.”

Seven years later and five years after Erhsam quit and founded Coinbase, it seems that Goldman, of all banks, has moved on. With ex-chief information officer Marty Chavez as CFO, the firm is determinedly automating all that it can. Chavez’ vision is for a “data lake” that pulls information on transactions, markets and investment research and overlays it with machine learning. A third of Goldman’s employees globally are already working in technology. 39% of the jobs it’s currently advertising in EMEA are in the technology division and many of the others are for the quants or so-called “strats” who’ll provide the underpinning for Chavez’ plans. Insiders in the equities strats team talk excitedly about their numbers “doubling” in the years to come. Goldman is already advertising for data science juniors to join a new “front office machine learning strats team,” and it’s not alone – UBS is also on the lookout for someone to lead a team of developers working on artificial intelligence for its equities business. The future is upon us.

Some things haven’t changed, though. As was Erhsam’s experience in 2010, the dominant groups of the past aren’t about to cede control that easily. Goldman’s strats are paid well, but they still receive a lot less than traders in what was traditionally seen as the front office. Goldman insiders say vice presidents (VPs) in the strats teams that support salespeople and traders can expect to earn $200k to $300k (£155k to £233k) with seven years’ experience. That’s a lot, but traders could easily be making double.

If salary surveys from some of the UK’s leading recruitment firms are to be trusted, though, Goldman’s strats are unusually well looked after. At other banks, the machine learning and data specialists who are supposed to be the future are allegedly paid a pittance.

As the charts below show, Robert Walters says banks in London are paying data scientists with five years’ experience salaries of £60k. This could be dismissed as inaccurate or an anomaly – except that Morgan McKinley puts mid-ranking salaries for machine learning engineers at just £65k.

The diminutive pay for data and machine learning jobs is of a piece with the degradation of banking technology pay as a whole. “If you go into a development role in a bank, you’re going to start on £40k to £50k and that won’t much in the first three years,” says one London technology headhunter. “Nowadays you won’t get much of a bonus in technology until you’re at executive director level. Most people got nothing last year, although the bonuses in technology used to be pretty good back in the day.”

Poor pay may also be a reflection of the fact that not all data jobs are equal. Oliver Blaydon at Stonegate Search says compensation for data professionals depends upon the jobs in question are located within the banking taxonomy. “”If you’re a data analyst who sits in a technology division working with data, you’re not going to be paid as much as a data scientist in the front office who’s building AI solutions using the data,” Blaydon points out. In the latter case, he argues that pay is far higher:  “If you have five years’ plus postgrad experience and a very good Masters or PhD, you should be on £170k to £220k a year in data science and the very top data scientists command significantly more.”

Banks which are paying the kinds of numbers indicated by Morgan McKinley and Robert Walters in the hope of attracting front office data scientists may therefore need to seriously reassess. Because banks’ data science and machine learning teams are small, Blaydon says there’s a tendency for them to try hiring experienced staff who’ve built and monetized applications at other firms. And these people come for a premium or not at all.

“Technology companies like Google and Palantir front-load pay to their top data scientists and engineers,” confirms one London recruiter, speaking off the record. “PhDs are given $150k to $200k of stock which vests over five years, so it’s incredibly difficult for banks pull them out.” Even hedge funds can’t compete: the CEO of Man Group recently complained that Google is “hoovering up” all the data scientists in the market and that his pockets weren’t deep enough to suck them back.

In the circumstances, therefore, banks which deign to pay top machine learning and data science talent less than £80k will be laughed out the market. Or be left with the dregs.  Recruiters say the latter is already happening: “Over the last four or five years, the standard of technologists applying to banks has fallen significantly. They are having to deal with third tier graduates from mediocre computer science courses. “

Things may be changing. Blaydon says the penny has already dropped and that pay for data scientists and machine learning professionals in banks is, “going up very, very quickly.” In the process, pay elsewhere may need to fall. It’s time for the vested interests on sales and trading desks to cede pay to the incoming PhDs.


Contact: sbutcher@efinancialcareers.com


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UBS heavy-hitter has just quit to launch his own boutique

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The former global head of consumer products and retail investment banking at UBS, Nick Hassall, has quit the bank to go it alone.

Senior investment bankers who have decades of deal experience are increasingly leaving bulge bracket firms to launch their own advisory firms. Hassall who moved to London from Hong Kong in 2012 to head up UBS’s consumer and retail investment banking business, left in May after nearly ten years with the bank. He has just started Sequor Partners Limited, which is described as an ‘advisory consultancy’ focused on the consumer and retail sectors. Hassell joined UBS from Credit Suisse in 2008.

Hassall’s role leading UBS’s consumer and retail investment banking team in London was relatively short-lived – in 2014, it hired Ian Carnegie-Brown from Credit Suisse as head of consumer and retail team in Europe, the Middle East and Africa. Hassall remained in the UK, but was moved to a purely client-facing role within the same team.

Going it alone is the new thing among senior investment bankers looking to break free from the shackles of large investment banks. Most recently, James Simpson, the former co-head of advisory for EMEA at HSBC, teamed up with Matteo Canonaco, the former head of financial sponsors, sovereign wealth funds and IPC coverage at the bank, to launch a private equity boutique called DuCanon Capital Partners. Meanwhile, Peter Bell, the former head of UK M&A at Bank of America Merrill Lynch, launched his own corporate finance boutique Cardean Bell in November and Mike Beadle, a managing director within Barclays’ UK investment banking team in London, started his own advisory firm Kinnerton Capital in March.

Peter Bacchus, the joint head of investment banking and global head of metals and mining at Jefferies, has also just launched his Bacchus Capital Advisors and added senior bankers to his team. Paul Cahill, a senior investment banker with 30 years’ experience who was latterly head of strategic relationships management at Anglo American, and Chris Johannsen, a former managing director in metals and mining at Standard Chartered, are also managing directors and co-founders at the firm.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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Meet the new head of Nomura’s London prop trading business

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If you want to work in prop trading, you might want to get yourself along to Nomura. While U.S. and European banks closed their London prop desks years ago, Nomura’s prop team is still going strong. And it’s got a new leader in London.

Insiders say Jon Och, a former global head of rates risk and capital at Nomura has recently become head of the bank’s London “principal trading desk.”  As such, he’s reportedly trading across multiple markets (not just rates) and may well be hiring.

Nomura declined to comment on Och’s ascension. The Japanese bank started a prop trading group in Hong Kong in 2014, led by Pradeep Swamy, a former equities trader at Barclays. Swamy quit in early 2016 to found his own hedge fund, however.

Och is likely to be less flighty. A long term colleague of Steve Ashley, the head of Nomura’s global markets business, he worked with Ashley in fixed income risk at RBS before joining Nomura in 2009. Ashley followed one year later.

Nomura isn’t the only London bank with a prop desk. Macquarie hired a trader from BNP Paribas to set up a prop desk in June. In the event that the U.S. weakens the Volcker Rule as suggested, plenty more banks could soon have prop desks in future.


Contact: sbutcher@efinancialcareers.com


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Photo credit:: Nomura Securities Co., Ltd. by MIKI Yoshihito  is licensed under CC BY 2.0.

What to do if you’re in the totally wrong job

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If you’re miserable in your current job, don’t assume you’re stuck. The robots may be coming for you, or your business area may be in structural decline. There is hope – follow these steps.

1. Get a feel for the market

Rather obviously, you shouldn’t blindly quit your job if there are no opportunities available. Kim Ann Curtin, the founder and CEO of The Wall Street Coach, advises disillusioned financial services professionals to take inspiration from those around them.

Curtin has seen burnt-out Wall Street professionals find something completely out of the industry, becoming everything from advertising executives, actors and yoga instructors to consultants and entrepreneurs. Others start their own hedge funds or find another niche within financial services.

“Talk to more than a handful of people to make sure it’s what you want to do,” Curtin says. “Especially if you’re no spring chicken, there’s not a lot of time to waste, so talk to people about the downside as well as the upside.

“If you’re miserable, you think any change will be an improvement, but sometimes the devil you know is better the devil you don’t know,” she says. “Offer to take people out to lunch, coffee or drinks and ask about the hours they work, the money you’re hoping to make and the negative aspects of the role.”

2. Look internally

Your best bet for a career switch is making a change within the organisation you currently work for. Michele LoBianco, a career coach and the founder of Michele LoBianco Consulting who previously worked at J.P. Morgan, encourages her clients to explore other opportunities across different areas within their current company if at all possible.

“If you feel comfortable, have a career conversation with your manager and ask for support and advocacy,” LoBianco says.

“Ideally companies will support employees who want to make internal moves,” she says. “It benefits the company in many ways, because if they don’t, they’ll lose these employees.”

LoBianco worked with a portfolio manager at an asset management firm who thought he wanted to leave his organization, but it turned out that he really wanted to go for his executive MBA and then work in alternative investments.

“He communicated his desires, and that’s exactly what he got – the firm paid for his MBA and he was able to manage more alternative asset classes,” she says. “Organizations that develop a framework for how to do that can retain top talent rather than losing them.”

3. Tap into your networks

If you’re in financial services already chances are that you have classmates and former colleagues who are at other banks, hedge funds or private equity firms.  Seek out your contacts to see if they have employee referral programs where they might endorse you for a job in a new area, says Janet Raiffa, the former head of U.S. campus recruiting at Goldman Sachs and a career adviser working with MBAs and lateral Wall Street job seekers.

“The fact that you have connections within the firm who are willing to endorse you can help mitigate HR and line concerns about a change in job sector or focus,” she says. “Applicants who come through employee-referral programs are more likely to receive first-round interviews and may already be seen as a culture fit because they have internal support.”

Get involved in an association related to your job target, one which includes people who can hire you, suggests Robert Hellmann, the founder of Hellmann Career Consulting who previously worked at J.P. Morgan and American Express. That way, people in the association will not see you just as bulletpoints on a resume but as that great person who was so helpful in the association’s last meeting.

“Many Chartered Financial Analysts who gave gotten involved in their respective CFA societies or the CFA Institute have had an easier time making significant transitions because of the relationships they’ve built there, Hellmann says. “And when I say ‘get involved,’ really get involved – for example, run, or help run, an association committee, such as events, marketing or budgeting.”

4. Work out if your skills and achievements apply to other sectors 

Think about ways to customize your resume for a new job, but continue to focus on your achievements in your old job, Raiffa says.  If you have an overview or key competencies section, review the new job description and think about your overlapping skills.

“Highlight your skillset and match in these areas, including using important keywords for both ATS and recruiter review,” Raiffa says. “While you may be able to customize a bullet or two, the bulk of your resume should still highlight achievement, quantifiable success and accolades in your prior jobs.

5. Show results

Changing careers, even if you’re staying in the financial services industry, is about proving to employers that you can get results in the area you’re targeting. Employers hire for results, not potential, says Caroline Ceniza-Levine, career expert at SixFigureStart who previously worked at Goldman Sachs and Citi. A career-changer is a risk because they’re untested, and therefore, your job as the candidate is to mitigate their risk.

“Previous employment in the area – what non-career-changers bring – is valuable because it is track record of results in that area,” Ceniza-Levine says.

“The bottom line is that you have to appear not to be changing careers in order to successfully change careers.”

6. Bypass HR 

Don’t just apply and then wait for the search firm, HR executive or hiring manager to call, Hellmann says. The reason: you need to be “perfect” to get noticed through these channels, as this is the front door that everyone goes through.

“And if your background doesn’t line up perfectly, that might be an issue,” he says. “Also remember that the initial screen is often a computer or a junior HR person – someone who doesn’t really know the job and is just looking for keywords on your resume that line up on the description.”

So what to do? Get introductions to get in front of people, or even contact ‘strangers’ directly via email, phone or social media. Try to make these meeting requests mutually beneficial, and include something in there both about them and what makes you interesting, Hellmann says.

“It’s not even about interviews at this stage – just ‘meetings’ with people in a position to hire you,” he says. “Then, if you’re pitching yourself the right way, and you keep in touch with these people, and you’re having enough of these meetings, the interviews will come.”

Photo credit: AndreyPopov/GettyImages
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Hedge fund increases headcount by 20% after revenues slide by 30%

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Arrowgrass Capital Management, the $3.5bn hedge fund set up by former Deutsche Bank bond traders, increased headcount in its London operation by over 20% last year, despite revenues tumbling by 28% over the course of the year.

Arrowgrass, which has just released its accounts for the year to 31 December 2016, had 95 employees in London at the end of last year – up from 79 in 2015. In another example of counter-cyclical hiring in hedge funds, it indulged in this recruitment despite posting revenues of £42.9m in 2016 – down from £60.4m for the previous 12 months.

The hedge fund has not been entirely loose with the purse strings, however. It paid its employees an average of £285.3k last year, down from £369.4k for the same period in 2015.

Arrowgrass also brought in more partners last year – it hired two senior staff to take its member headcount to 14. Again, though, pay was down – it spent £24.2m on its partners’ remuneration last year, down from £35.2m a year earlier. The highest paid member earned £13.7m, meaning the remaining 13 senior staff earned an average of £807.6k.

Arrowgrass hasn’t been indulging in a lot of recruitment so far this year, but has made some significant hires. Sumit Kendurkar, head of single stock flow dispersion for EMEA at UBS, joined as a portfolio manager in April.

Arrowgrass grew out of Deutsche Bank’s convertible bond franchise, which was set up in 1998. In 2004, the team was renamed DB Omnis and moved on to its own proprietary platform. This was later spun out into a separate entity, with Deutsche Bank claiming a stand-alone firm would have more trading flexibility.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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Are Deutsche traders trying too hard to recover that lost market share?

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Has Deutsche Bank’s golden boy from Goldman Sachs become the tiniest bit tarnished? Sam Wisnia, the former Goldman fixed income quant who’s risen through the ranks at Deutsche and was made global head of FX and rates trading in only May may have a blemish beside his name. The $60m loss on a U.S. inflation trade reported by Bloomberg falls within his broad remit. There’s no indication that Wisnia was directly involved, but it’s his division.

The loss comes as Deutsche has been setting out to recover market share in its fixed income trading business. Last September’s revelation that the bank was due to be fined as much as $14bn by the U.S. Department of Justice promoted fears over Deutsche’s stability. Fixed income sales and trading revenues at the German bank fell 11% last year versus 2015; only Credit Suisse did worse. This year, a newly recapitalized Deutsche has declared its intention of building the business back up again after the bank’s market share fell from 14% to 11.5% last year.  Revenues accordingly rose 10% year-on-year in the first quarter, but Deutsche was still outshone by rivals like Credit Suisse (up 29%) and RBS (up 75%).

The pressure is therefore on – and all the more so given that the rates business is supposed to be at the helm of this year’s recovery. “We expect debt sales & trading revenues to be higher year-on-year with steepening yield curves and diverging monetary policy driving increasing demand for rates products,” said Deutsche’s first quarter report.  It doesn’t help that people are leaving –  Insiders say Jim McCrindle, a director in U.S. FX sales, just left for BAML.  Chief U.S. economist Joe LaVorgna quit yesterday.  A job offer to Rob Allard, who was supposed to be joining as head of U.S. fixed income sales, inexplicably fell through.

$60m isn’t the end of the world given that the rates business alone has been known to generate €900m ($1bn) in revenues a year.  Nor is it entirely clear what went wrong. Deutsche didn’t respond to a request to comment, but Bloomberg suggests DB made a wrong bet on bonds linked to inflation. The bank is reportedly examining whether risk limits were exceeded and has escalated the case to its advisory board. However, traders say the real issue is whether the loss relates to a new position – or simply to a legacy position that was repriced.

Either way, the U.S. macro business under Wisnia will need to up its game for the rest of the year. Deutsche’s traders received zero performance bonuses for 2016 and the compensatory retention bonuses look like being worthless. Traders at the U.S. bank will therefore want to maximize their bonuses this year. The $60m loss looks like a setback. They have five months to make it up – and to hope they don’t blow up again in the process.


Contact: sbutcher@efinancialcareers.com


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Photo credit: Bomb by _Gaspard_ is licensed under CC BY 2.0.


Tenures in Asian private banking tumble by 40%. Here’s why

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Private bankers in Asia aren’t sticking around in their jobs for as long as they once did. As recently as 2013, a relationship manager would typically spend around five years at one bank, but  now average tenures have fallen by 40%, to about three years, according to a Singapore-based headhunter.

“While there are still RMs who remain at the same firm for almost their whole careers, those who move aren’t staying as long at each bank,” adds Jonathan Hollands, a managing director at search firm Carraway Group in Hong Kong.

This is partly a demand and supply problem. Over the past year several private banks in Asia – most notably UBS, Credit Suisse and Julius Baer – have announced plans to hire hundreds of new RMs.

Banks are largely filling these roles by moving RMs from other banks rather than, for example, by hiring graduates or promoting mass-affluent bankers.

But the sheer amount of roles on offer isn’t the only reason for excessive job hopping in Asian private banking.

“Some RMs are moving more often because they’re increasingly concerned about the strategic direction of their bank and are questioning whether it’s committed to private banking in Asia,” says Hollands.

This recent sense of anxiety follows the decisions of several banks to exit Asian wealth management. ABN AMRO has sold its business to LGT, while the regional wealth units of Barclays and ANZ have been taken over by Bank of Singapore and DBS respectively.

“And there have also been a lot of management changes in some banks recently – that’s another push factor. One RM told me that he’d had four managers in five years at the same firm,” says Hollands.

Moving frequently in private banking isn’t necessarily beneficial to your career, however.

“Compliance onboarding is becoming more onerous, and banks are doing all they can to make sure clients stay with them rather than move with the RM,” says Hollands.

“So RMs can experience a big drop in AUM if they don’t bring over as many clients as expected. If you’re managing US$300m and that drops to only US$80m in your first year at the new bank, your HK$2m salary now seems overinflated,” he adds.

This is fuelling a vicious cycle of job hopping as bankers are fired or resign prematurely because of the pressure to make money for new employers.

“RMs move mostly because of dissatisfaction with the ever increasing KPIs combined with the slow growth of their incomes,” says Liu San Li, a former Coutts private banker, now a client director in private wealth management at search firm EMA Partners in Singapore. “Many find it hard to survive in their current banks.”


Image credit: klazing, Getty

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The five Southeast Asian tech unicorns that now want to hire from banks

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Forget moving to a tiny fintech firm. Singapore-based bankers and consultants are now wanted by large Southeast Asian technology start-ups.

North Asia has already witnessed a similar trend. Led by Tencent and Alibaba, mainland technology companies have been recruiting investment bankers into corporate development and C-suite roles for the past two years.

But only recently have the major Southeast Asian start-ups got into the act, albeit on a smaller scale than the likes of Alibaba. Most of these companies remain ‘unicorns’ – valuable but as yet unlisted.

There are five regional tech giants that are most keen on hearing from investment bankers and consultants, says a headhunter who has knowledge of their hiring and who asked not to be named because of client confidentiality.

Two of these are Singapore-based: Grab, a ride-hailing rival to Uber, and Sea (formerly Garena), a shopping and online games company that is Southeast Asia’s most valuable start-up. The others are headquartered in Indonesia: e-commerce firm Tokopedia, travel booking platform Traveloka, and Go-Jek, the taxi and delivery app.

Their senior management ranks already include people with financial services backgrounds.

Last October Grab appointed Ming Maa – who spent 12 years at Goldman Sachs and was most recently at Japanese tech company and Grab investor Softbank – as its president. Sea’s president, Nicholas Nash, also comes from the finance sector. He worked for General Atlantic between 2002 and 2014, latterly as head of Southeast Asia, and before that spent almost two years as a business analyst at McKinsey & Co.

This year their focus is shifting to hiring Singapore-based junior to mid-level bankers to help them with business expansions, including acquisitions, says the headhunter. “I’m getting mandates from these local tech unicorns to hire bankers – mainly TMT specialists – and some of them are moving, even to jobs in Jakarta. That was unheard of until recently.”

“The start-up unicorns are essentially targeting the same bankers as the private equity firms – the best analysts and associates in Singapore at global investment banks,” he says. “And they’re also hiring tech consultants from the likes of McKinsey, Bain and BCG, mainly for post-acquisition roles.”

Markus Gnirck, managing director of tryb Capital, a Singapore-based technology investment firm, says Southeast Asia tech giants are “heavily recruiting” investment bankers and consultants into business development, organisational management, and fundraising jobs.

“They particularly like to hire Asians who’ve worked in the US, where they’ve been exposed to a more mature tech market,” says Gnirck.

One of the reasons these companies appeal to young bankers is that they provide a potential training ground for those who want to set up their own businesses in the future, says Gnirck. “You’re exposed to new technologies, benefit from their growing positive public reputation, and have a potential financial upside through equity,” he adds.

Don’t get too excited. The tech firms typically match banking base salaries, rather than offer large pay increases, says the headhunter.


Image credit: MadKruben, Getty

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I studied chemistry but now I’m joining the Big Four in Singapore. Here’s how

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It was while Charmian Yeo was studying chemistry for her bachelor’s degree that her career plans first began to head in a new direction.

“I was focused on analytical chemistry and I realised that I was more interested in the maths and numbers underpinning the subject, rather than the chemistry itself,” she says. “So when I considered which job would allow me to work with numbers, it was an obvious decision: accounting.”

Her career choice certainly paid off. Later this year Charmian starts work at one of the world’s largest auditing firms, EY.

But the initial challenge for Singapore-based Charmian was how to break into the profession, having not gone down the traditional route of doing an undergraduate degree in accounting.

Fortunately, Charmian found a pathway into accountancy that is specifically designed for people without a qualification in the area: the Master of Professional Accounting (MPA) at Singapore Management University (SMU). “I wanted a grounding in accounting within an industry-focused environment. The SMU MPA allows you to build up your basic knowledge before you get into more advanced topics,” says Charmian.

Students begin the MPA, which can be completed in two years part-time or one year full-time, with courses on the fundaments that underpin how businesses operate. They then take six core accounting courses (such as financial accounting and management accounting) and finally they study three fields within professional services: audit and assurance, taxation, and corporate advisory.

The curriculum at SMU MPA is industry and profession centric, says Fumin Feng, a deputy director at the Monetary Authority of Singapore who, like Charmian, is in his final semester of the programme.

“I started my career in the MAS finance department after graduating with a business degree,” says Fumin. “While I’ve picked up accounting skills on the job, pursuing the MPA allows me to plug knowledge gaps and gain useful exposure to accounting-related areas such as tax and audit.”

Fumin says he particularly enjoyed the corporate reporting and financial analysis module, facilitated by Associate Professor Wang Jiwei, the programme director of MPA. “We researched a Singapore-listed company, performed accounting adjustments and financial forecasts, and developed our own insights – similar to what a financial analyst would do. These hands-on experiences help prepare MPA students for the assignments they’ll face as industry practitioners.”

An interactive approach to teaching is also infused throughout the MPA, which has been running since 2006 and now has expanded to two annual intakes.

“The classes are small and interactive. We aren’t just spoon fed information and we often have to contribute our views,” says Fumin. “The professors use relevant case studies to facilitate learning and put it into a business context. There are no right or wrong answers – it’s more about getting us to think,” adds Charmian.

Both students say SMU’s faculty bring the subjects they teach to life. “They’re passionate, committed academics and they have practical industry experience – some of them are experienced partners at Big Four firms – so they share insights on current developments in audit and taxation,” says Fumin.

The diversity of the student cohort also helps set the SMU MPA apart. “My classes have part-time students in them too, most of whom are experienced professionals from a range of countries and industries,” says Charmian. “As someone who’s starting my career, I’m learning a lot through getting their varied perspectives on business and accounting.”

The relevancy of the MPA curriculum is evidenced by the accreditation and endorsement it’s received from 10 regulatory, professional and academic bodies, such as the Institute of Singapore Chartered Accountants, CPA Australia, and the Institute of Chartered Accountants in England and Wales.

The degree also goes beyond giving students technical accounting expertise. “Doing regular group presentations definitely helps to improve our presentation skills,” says Fumin. “The professors encourage us to ask them questions – so I’m now used to the type of open communication with senior people that will be crucial when I work for EY,” adds Charmian.

The MPA is also “geared towards getting you a job”, says Charmian, and that’s not just because of the industry-focused course content. Fumin highlights a recent career networking event in which alumni from several sectors came back to SMU to talk to students about their work.

“They each brought different expertise with them – it was interesting to learn what a forensic accountant does on a daily basis, for example,” says Fumin. “And they didn’t just chat about the technical nature of their jobs; they gave us practical advice about how they entered into their field and the challenges they face.”

Meanwhile, SMU’s career services team can help full-time students secure (optional) internships during their extended winter breaks, subject to employers’ assessment of their suitability.

Charmian took advantage of her break to complete a two-month internship in EY’s audit department for the resource and transportation sector. And she impressed the firm enough to then land a full-time job in the same team, starting in September. “My internship gave me real experience working in the accounting industry. I wasn’t just given mundane tasks, I was part of the team and could talk directly to the managers,” says Charmian.

Fumin will rejoin MAS at the end of the course in a new role supporting Singapore’s growth as an international financial sector, with a focus on developing the asset management industry. “A good understanding of accounting is necessary to make sense of the information underlying my role. As the financial industry develops and accounting becomes more complex, the skills and accounting fundamentals I’ve gained at SMU will be put to good use,” he says.

At the start of the programme, however, Fumin wondered whether he could cope with the rigours of a demanding Master’s degree, having been away from university for a long time. “It’s definitely not an easy course and it takes a lot of hard work,” he says. “If you’re looking to develop your career in accounting and are prepared to put in additional effort towards that goal, the MPA is the right programme for you.”

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Morning Coffee: J.P. Morgan and Goldman Sachs rejected by the 21 year-olds they’d love to hire. UBS fixed income build continues

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Pity the world’s most prestigious investment banks, for their deep and often proclaimed love of STEM students is not requited. Those fickle young engineers with an urge to “make an impact” and work on cutting edge technologies are giving banks’ legacy systems a miss and going straight for tech firms, or car companies, or FMCG companies, or oil companies. – Anything, anything but finance.

So says a new study of 149,000 engineering and IT students’ preferred employers by Universum, a research company. When asked for their ideal employers upon graduation, the students put Google, Microsoft, Apple, General Electric and the BMW Group in the top five slots. Only two banks featured in the top 50 – Goldman and J.P. Morgan – and they ranked 27th and 32nd respectively. In a further reflection of banks’ unpopularity among their chosen recruits, engineering and IT students said they’d rather work for L’Oreal, Johnson & Johnson, or the Coca-Cola Company (among others) than either of the biggest-name banks.

What’s the students’ problem? Universum suggests it might have something to do with banks’ bad image among their preferred hires. Banks didn’t gain plaudits for their “creative and dynamic work environment.” Nor did they come out on top for, “innovation.” The only thing Goldman ranked highly for was “high future earnings” and even here it was trounced by McKinsey & Co and Exxon Mobil…

Separately, something’s certainly going on at UBS. The Swiss bank, which has developed a recent habit for hiring fixed income traders from Goldman Sachs, is now stocking up on credit traders, formerly of Credit Suisse. UBS just hired Robert MacNaughton, the ex-head of head at distressed debt trading at its Swiss rival. MacNaughton retired from Credit Suisse last year, so on this occasion UBS will at least have been absolved of the need to pay a big guarantee.

Meanwhile:

Deutsche Bank wealth management wants to hire 100 new front office staff within 12 months and just recruited a new head of its UK business (Michael Morley from Coutts) to get things started. (Financial News) 

Fund managers should resist the need to be seen to implement quantitative investment strategies. Good old yield curve analysis is perfectly adequate. (Quartz)

Fund manager articulates the key advantage of computers running machine learning programs: “They never sleep, do not go to the toilet, have no girlfriends or boyfriends.” (Bloomberg)

Reminder: Frankfurt has 75,000 people employed in financial services, London between 400,000 and 700,000 (estimates vary). While London is a global city, Frankfurt feels like a provincial outpost.   (Financial Times) 

Richard Rosenblum, former global head of crude oil and derivatives trading at Goldman Sachs just co-launched Rose Commodities, a hedge fund. (WSJ)  

Working in adult entertainment is a terrible let down: “I definitely imagined it would be a lot more lucrative and easier. Fans think doing this job is pure fun and money, but that really isn’t the case.”  (Vice) 

Seven years ago, the average Rolls Royce owner was 56. Now he’s 45. Soon they’ll be selling to Millennials. (Bloomberg) 

People with money eventually ruin everything, and now they’ve gentrified sleeping in a van by the side of the road. (Bloomberg)


Contact: sbutcher@efinancialcareers.com

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HSBC’s former head of MENA M&A has decided to go it alone

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Anshul Gupta spent 10 years working for HSBC’s investment bank in Dubai, heading up its regional M&A business and leading one of the biggest advisory teams in the region.

As of this month, he’s ditched bulge bracket banks and – like senior investment bankers around the world – decided to go it alone. Gupta is now CEO of his own boutique and consultancy Qatalyst in Dubai (not that Qatalyst), which he says offers a combination of management consulting, project management and deal feasibility studies.

“After having done a long stint at HSBC, it was the natural next step to set up something of my own and create an independent boutique consulting firm,” he tells us.

Gupta was promoted to head of M&A for the Middle East and North Africa at HSBC in April 2013, replacing Omar Mehanna, who moved on to become chief strategy officer for HSBC’s Saudi Arabia operation, SABB. He’s now global head of merchant banking at National Bank of Abu Dhabi.

Gupta left his role as head of M&A for MENA in March 2014, and headed up the bank’s regional industrials investment banking team instead. He has experience across multiple sectors and M&A, IPOs and other strategic advice.

Gupta left HSBC in May 2015, to join local investment bank Al Masah Capital, where he was a partner running its advisory business. He left in March and started Qatalyst earlier this month.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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