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My journey from a huge bank to a boutique VC firm

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The path from a traditional bank to a financial technology firm is well-trodden. Going from traditional banking to a venture-capital firm that invests in fintech startups is another option – potentially an even more lucrative one.

Caribou Honig can testify to that. He worked his way up the ladder over a decade at Capital One, a McLean, Virginia-based bank with north of $25bn in annual revenues, where he managed of a 200-person underwriting operation and lead digital transformation initiatives. However, he soon arrived at a crossroads in his career.

“At Capital One, I cut my teeth on analytic data strategies, underwriting and risk management,” Honig says. “I led the team that cracked the code of moving away from direct mail to Internet marketing and customer acquisition.

“But in 2006, I burnt out professionally – my wife was in grad school and we had young kids, so I took some time off,” he said.

Honig, who has an MBA and a JD, is a testament to the truism that you should always be a good leaver and stay in contact – and on good terms – with former bosses and colleagues.

He was working as a freelance consultant when he decided to launch a VC firm with Frank Rotman, a former senior vice president at Capital One, and Nigel Morris, the ex-president and COO of the bank.

In 2008, just before the height of the financial crisis, QED Investors, a boutique VC firm focused on data-driven fintech and insurance technology (insurtech) companies, was born, with the three co-founders self-seeding the startup.

The transition from banking to the VC world – size matters

When Honig started at Capital One, it had around a thousand employees – when he left it had roughly 20k. His preference is working at a smaller organization.

“When I joined forces with the guys to create QED, we had three of us, operating at a different scale – you can’t have a bank with three people or a VC firm of a thousand,” Honig says. “Even at a very good financial services firm like Capital One, the gears grind to a halt twice a year, as everyone writes their 360-degree performance appraisals – you need to do that to help talent rise to the top and help people get better at their jobs, but it’s a big load on an organization.

“It’s liberating to be at a small firm of three people, where the notion of a performance appraisal didn’t make sense,” he says. “If I had feedback for someone or someone had feedback for me, we’d just tell each other.

“Capital One had a PR team and a network of vendors they could call on as well, whereas VC firms only make sense on small, modest scale – we won’t have on-staff specialists, so you have to learn to be more of a generalist, which neither lends itself nor permits itself to the degree of specialization you’ll find in a bank.”

Banks have various business lines, and even monolines have different segments and organizational units, each with a different strength, whereas it’s easier for a VC firm to operate as a cohesive team.

There is no doubt that, like PE, VC is a compelling, sought-after career path. That said, the barrier to entry may be even higher in the VC space than PE.

“There is no clear and straight path to VC, which is frustrating for people who have an eye towards it – there is no well-trod trail,” Honig says. “Having a background that gives you some exposure to fact-based analysis is valuable, because it gives you some access to understanding technology.

“You may not need to code, but you may have to understand some of the intellectual underpinnings of it, which gives you that analytic approach and windows into technology,” he says.
“You have to have a map of what’s going on in the sector, which might be right, it might be wrong, but you have a point of view for what’s going to happen around the corner and the conditions that would need to be true for the success of particular businesses.”

Photo credit: RONSAN4D/GettyImages
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100 top banking interview questions and how to answer them

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So you want a new banking job? Good luck. Banks are notoriously fussy.  Their application process is also notoriously convoluted: you can expect digital interviews, individual interviews and ‘Superdays’/Assessment centres. Along the way, you’ll be quizzed about your motivation, technology and “fit” (personality).  At every stage of the process, you might get dinged. So, how can you prepare? Below we have the most comprehensive list of banking interview questions known to man. They’re drawn from interviews at J.P. Morgan, Goldman, Deutsche, UBS and…elsewhere.

Most of the questions listed are entry-level. Clearly, the greater your seniority and specificity, the more idiosyncratic the questions you’ll be asked and the greater the effort your interviewer will make to establish that you can genuinely ‘add value’ to the role you’re interviewing for. For junior jobs, expect to be quizzed on your knowledge of finance and interest in the industry. Even if you’re a graduate interviewing for an analyst position in an investment banking division, you’ll need to know how to answer the technical questions below, and if you’re interviewing for a sales and trading role you’ll need to be able to answer all the questions in the markets list. For all roles, expect to be asked about ethics, ‘cultural fit,’ and why you want that role at that bank instead of others.

What it comes down to is this: If you can answer all the questions below, you’ll be in with a chance.

The ‘why banking’ questions

Banking is notoriously hard work. If you’re an entry-level candidate, recruiters will therefore want to ensure that you know what you’re letting yourself in for. When you’re answering ‘why banking’ questions, you need to be original and specific. ‘Avoid stating the generic’ says Mergers and Inquisitions. It helps to reference bankers you’ve spoken to (especially if they work for the firm you’re interviewing with) and the extent to which they inspired you. Talk about your passion for the industry. For example, explaining why you think banking is more rewarding than consulting.

When you’re interviewing for a role in M&A in particular, you need to show that you’re “super-committed,” says Derek Walker, an independent careers consultant and a former director of campus recruitment at Barclays and of staffing for the investment bank at Merrill Lynch (before it was combined with BofA). “Corporate finance interviews don’t want to hear that you’re seeing their role as a means to something else,” adds Walker. “If you go into corporate finance, you’re going to have to work really, really hard and if you’re not absolutely passionate about it you’re not going to be willing to work long hours.” 

1. I can see you’re entrepreneurial, but you want to work in banking. Why is that?

2. What attracts you to a career in banking?

3. What kind of lifestyle do you expect to have in banking?

4. Why have you chosen banking over consulting?

5. Do you know what you’re letting yourself in for?

6. What would you be doing if you weren’t in finance?

7. Do you know about the investment banking lifestyle? Why don’t you have a problem with it?

The ‘why this bank’ questions

Don’t just regurgitate easy to find information in the public realm. Do make sure you do in-depth research – recruitment advisors suggest talking to existing employees so that you can use specific information about what it’s like to work for that firm. We provide a list of other information sources here. 

“Unfortunately, people don’t always bother doing the most basic research on the company,” says the head of recruitment at one international bank. “What’s really needed here is something that explains why you think the bank you’re applying for is different to and better than the rest.”  You’ll need to research every bank you’re interviewing with, he says. Your answers need to be specific: you need to find something that makes the bank stand out and to go with that. In the case of Nomura, for example, you might say you want to work for a bank with strong Asian connections so that you have exposure to the Asian market.

8. What are some of the most significant deals our bank has completed in the last 12 months?

9. What is our current stock price?

10. What do you think this bank’s biggest regulatory threats are at the moment?

11. What do you see as the strengths and weaknesses of this business/division?

12. What differentiates our firm?

13. Who’s our major competitor? How do we measure up? What are the risks and opportunities we face?

14. Tell me everything you know about our business model.

15. Which area of our business is strongest?

16. Who’s our CEO?

17. What’s the most important thing affecting this bank now?

The ‘why this job’ questions

Rather than focusing on why you want the job in question, here you need to focus on what you can bring to it. What, specifically, have you done in the past that will suit you to performing well in this job in the future? Having said that, you need a detailed understanding of the requirements of the job in order to respond aptly. 

18. What do you think this position requires, and how well do you match those requirements?

19. Why should we hire you?

20. What do you think this job entails?

The brainteasers

Answering brainteaser questions is about method and attitude, says Mark Hatz, an ex-Goldman Sachs and Perella Weinberg associate who now offers advice on preparing for investment banking interviews. Banks want to hear your thought processes and to see that you’re flexible enough to attempt a solution. This is particularly the case for question 20 – where there is no hard answer. 

21. How many pigs are there in China?

22. A snail climbs a 10 foot pole. It climbs three feet every day and sleeps at night. While sleeping, it slides down by one foot. When does it reach the top?

You might think the snail climbs a net of two feet a day and so reaches the top of the 10 foot pole at the end of five days. This is wrong. On the morning of day five, the snail starts out at the eight foot mark after sliding down from the nine foot mark overnight. It reaches the top of the pole two thirds of the way through the fifth day and then stops, because there’s nowhere else to go. 

23. You have eight red socks and 11 blue socks in a drawer. They are identical but for the colour. You must select your socks in the dark. How many socks, at a minimum, must you take out of your sock drawer before you have a matching pair?

The answer is three. Two socks can be different, but the third sock must always match one of the first two.

24. A lily pad doubles in size every minute, it takes one hour for the lily pad to cover an entire pond. How long did it take for the lily pad to cover only a quarter of the pond?

The answer is 58 minutes. 

25. How do you find the heaviest ball from a collection of eight balls with the fewest number of weighing sessions?

The answer is two weighings. Click here to see the methodology. 

26. We have a cup of water and you drink a half of it. I drink the half of what’s left. Then you drink the half of that. The process continues until the water has gone. How much more water do you drink than me?

The current market knowledge questions 

Current market knowledge can’t be prescriptive – by definition it changes all the time. Make sure you know current key market metrics and have opinions about market trends and a selection of investment ideas. 

27. What is the Dow Jones Industrial Average/FTSE as of today’s opening bell?

28. What is the Bank of England base rate/Fed funds rate as of this morning?

29. What’s the different between prop trading and market-making? (We have an explanation of this here).

30. Why would you or would you not invest in Apple?

31. How will Donald Trump’s policies affect the stock market and M&A climate?

32. Where are the 1-year, 5-year, and 10- year Treasury yields?

33. Would you invest in UK real estate now?”

34. What do you think is going to happen with interest rates over the next six months?

35. What has the market been doing? Why? What do you think it will do in the coming 12 months?

36. Tell me about some stocks you follow. Why should I buy them? What’s their story?

37. What does the yield curve look like now?

38. What major factors drive M&A? What are the major factors driving M&A in your sector? How do you see them evolving in the next year?

39. Where is the market (for bonds/equities/FX) going?

40. How would you hedge against Brexit?

41. Where do you see the euro in 2020?

42. Where do you think the global economy is headed?

43. What’s happening to the oil market? How will this impact other markets?

44. What happens when the Fed really starts increasing interest rates?

45. I’ve been in a coma for nine months and just woke up. Tell me what’s happening to the global economy.

46. The ECB stops quantitative easing. What happens to the markets for equities, rates and credit and why?

47. Is quantitative easing connected to the oil price? How?

The past experience questions

Before you step into a finance interview, you need to know your CV inside out. Make sure you can answer detailed questions about any and every aspect (your choice of university and university course, your experiences as an intern, how you added value in a previous role) of your CV. Be prepared to use the S.T.A.R. technique to frame responses to questions about your past. You’ll need some examples of situations you were in, tasks you were asked to perform, actions you took and results you achieved. 

48. Walk me through a deal you did in the past six months.

49. Walk me through your CV/resume without looking at it.

50. Why did you leave your last position?

51. What have been your failures and what have you learned from them?

52. What are your proudest accomplishments?

The technical investment banking questions

If you’re interviewing for a junior job in IBD, Matan Feldman at Wall Street Prep says technical knowledge is becoming increasingly important. This is echoed by other finance interview preparation professionals: banks want people who know the basics, even if you haven’t worked in finance (or studied finance) previously.  

53. Define Beta

Beta tells you how much the price of a given security moves relative to movements in the overall market. A Beta of 1 means that if the market moves, the stock moves in unison with the market. A Beta < 1 means that if the market moves a certain amount, the stock will move less than that amount. A Beta >1 means that if the market moves a certain amount, the stock will move more than that amount.

54. Define CAPM

CAPM is the capital asset pricing model, and it is a model designed to find the expected return on an investment and therefore the appropriate discount rate for a company’s cash flows. It provides the required rate of return given the riskiness of the asset. 

55. What’s WACC and how do you calculate it?

WACC is the weighted average cost of capital. To calculate it, you need to multiply the cost of each capital component (common stock, preferred stock, bonds and any other long-term debt) by its proportional weight and take sum of the results. WACC shows the average rate of return a company needs to compensate all its different investors. Click here for advice on how to calculate it. 

56. What is accretion and dilution?

Accretion is asset growth through addition or expansion. Accretion can occur through a company’s internal development or by way of mergers and acquisitions. Dilution is a reduction in earnings per share of stock that occurs when additional shares are issued or the stock changes into convertible securities.

57. If two companies are trading at the same trailing P/E multiple, are they also trading at the same trailing EV/EBITDA multiple?

58. Walk me through a DCF…

A DCF proposes that the value of a productive asset equals the present value of its cash flows. You’ll also need to talk about relative valuation multiples, in which you value a company similar to its peers based upon measures like enterprise value/revenue, enterprise value/EBITDA, and the price/earnings ratio.

59. Walk me through a DCF backwards

60. What are the different methods of valuation and what are their pros and cons?

The three methods are DCF, public comparables (comparing other publicly traded companies) vs. transaction comparables (similar companies that have been involved in previous transactions). Each has its advantages: a DCF shows the maximum a company is worth – not just the value the markets assign to it. The transaction comparables take into account the synergies that can be expected to flow from a deal. For more information, see this tutorial from NYU Stern. Click here for more information on company valuations. 

61. How are the 3 financial statements linked?

Click here for Wall Street Prep’s suggested answer. 

62. What is working capital?

Working capital is the amount of liquid assets a company has on hand. It amounts to current assets and cash minus current liabilities. 

63. Walk me through the major line items of a Cash Flow Statement

Click here for Wall Street Prep’s suggested answer. 

64. What is DDM?

DDM is the dividend discount model of valuing a company.

65. Which is higher – the cost of equity or the cost of debt, and why?

The cost of equity is almost always higher than the cost of debt. This is mostly because debt holders have less risk than equity holders of not getting their money back and are therefore willing to accept lower returns. – Debt is secured against a company’s assets and is therefore less risky for the creditor, which can seize those assets if the company defaults. If a company goes bankrupt, debt holders receive proceeds of the liquidation ahead of equity holders. And debt holders receive interest on their investment in all situations (whereas equity holders are only paid dividends if the company is doing well). It helps too that debt s tax deductible.    

66. Why should a company prefer equity finance to debt finance?

Equity financing is less risky (you won’t have to pay it back). You’ll have more cash on hand. You won’t have to channel profits into loan repayment. Your equity investors will have a longer term view. Your company will have more credibility. And you might get to tap your investors’ network to help you develop the business. 

67. Tell me about a technology company. Now tell me who they should acquire and why.

68. Walk me through the four valuation methods. Now ranking them in order of your preference. Explain why you’ve done this.

69. How do you use a leveraged buyout (LBO) to value a company?

A leveraged buyout (LBO) acquires when a company is acquired using predominantly debt funding. The acquirer is usually a private equity firm which will invest a small amount of equity and use debt to finance the rest of the acquisition. The private equity fund relies upon the company’s cash flow and (or) asset sales to finance the debt. The value of the company is therefore the amount the private equity fund can afford to pay and still finance this debt. Click here for a good description of the process. 

70. How do you boost returns in an LBO?

The key levers are: a lower purchase price, a higher exit price (when the company is sold on), increased leverage. improving the way the company operations, or getting cheap financing. 

71. What’s a net operating loss (NOL)? How is this used?

This is when a company’s allowable tax deductions are greater than its income. An NOL can be carried backwards or forwards for accounting purposes. 

72. How do you account for convertible bonds when you’re calculating enterprise value?

A convertible bond is a bond that can be converted into a predetermined number of shares, at the option of the bond holder. Enterprise value is a company’s market capitalization plus debt, minority interest and preferred shares, minus total cash and cash equivalents. If the convertible bonds are in-the-money (ie the conversion price of the bonds is below the current share price), they count as additional dilution to the Equity Value; if they’re out-of-the-money , just count the face value of the convertibles as debt.

73. What’s the Treasury Stock Method?

The treasury stock method is used to calculate the net increase in shares outstanding if in-the-money options and warrants were to be exercised. Click here for a fuller description of how it works. 

74. Talk to me about a recent merger you have followed? What was the price paid for the target? Why did the acquiring company decide to buy at that price? If you were part of that deal team, what would you have done differently?

75. Give me the net present value of $1 with a 10% discount rate over 10 years.

76. Name me two companies that you think should consider merging. Why?

77. How would you value an apple tree?

78. How would you value an established industrials company vs. a tech start-up? Why?

The technical markets questions:

79. Talk me through options pricing

Options derive their prices from the value of other assets and are contingent upon specific events. The value of the option will depend on factors including: the value of the underlying asset; the variance in the value of the underlying asset, the strike price at which the option comes into effect, the time to the option’s expiration and the riskless interest rate relating to the option’s life. Click here for a detailed guide.  

The culture questions 

“Banks are increasingly realising that excellence isn’t just about making money,” says Logan Naidu at recruitment firm Dartmouth Partners. “Expect to be asked questions relating to banks’ own values and come with firm examples about how you’ve tackled ethical dilemmas.”

80. When have you worked in a bad team? Which steps did you take to make it better?

81. What is the most ethical decision you’ve ever had to make?

82. Give me an example of a person you think has integrity and explain why.

83. Give me an example of a person you think is credible and explain why.

84. How would you describe your leadership style?

85. What would you do if you did not have to work for money? How does that relate to this job?

86. Have you ever had to bend the rules to get the job done. Why was that?

87. Can you describe a situation in which you made a mistake and had to admit it to peers?

88. What kinds of people do you find it easiest to work with? Why?

89. How do you handle stress? Do you tend to make a lot of technical errors?

90. Why are you so special and what is one word that describes you best?

91. How would your classmates/colleagues describe you?

92. What’s the last book you read?

93. What is the riskiest thing you’ve ever done?

94. How would you spend $1m besides investing it?

95. Where do you see yourself in five years’ time?

96. What’s your favorite movie?

97. How would you rate yourself on a scale of 1-10? [Pause after answer.] I would say you’re a 2.

98. Explain the thought process behind your majors

99. You have 10 minutes before you’re due to give a presentation. What do you do?

100. Which qualities are important  if you’re to work in investment banking?

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Goldman is Sachs hiring technologists for MiFID II. Isn’t it a bit late?

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Goldman Sachs’ London office has released a lot of job advertisements for technologists to work on its preparations for MiFID II, the new raft of legislation governing sales, trading and research jobs in the European Union. The only thing is, it seems a bit late.

MiFID II comes into effect in January 2018, leaving Goldman just three and a half months to hire the technologists, onboard, get them up to speed, and for them to build the new product. It’s all a bit ambitious, especially as Goldman has five open roles in total.

The technologists in question will all be associate-level Java programmers tasked with developing a new execution trading desktop for the Delta One business and implementing the requirements of MiFID. The new regulations will impose greater tranparency requirements upon banks, as well as introducing controls on the use of dark pools and increased use of “conditional orders” which test the use of dark pools but don’t commit.

Goldman’s also looking for a new developer for its MiFID II hub (coding in its proprietary Slang language) based in London, and one for a MiFID II developer based in Bengalaru.

Goldman’s not the only bank with MiFID II related technology positions open. J.P. Morgan is still looking for a MiFID II business analyst to “analyze the requirements” relating to pre-trade transparency in equity derivatives and a developer based in Glasgow to join an existing team working on regulatory initiatives.

In January 2017, management consulting firm Opimas calculated that it would cost banks €2.5bn to prepare for MiFID II. The later they leave it, the higher the cost is likely to be. Earlier this year, Richard Burgess-Kelly, a MiFID project manager in London said pay for contract based project management staff in London was already £700 a day and would likely rise to £900 as January approaches. MiFID-aware technologists should benefit from the same effect.


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com


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Photo credit:12 sec by Peter Balcerzak is licensed under CC BY 2.0.

Here’s how to get into Hang Seng Bank in Hong Kong

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Hang Seng Bank is hiring experienced staff across the board in Hong Kong right now (click here for details of where the jobs are). But where should you study if you want a graduate role at the bank? 

To find out, we looked at online profiles of current Hang Seng employees to see how many of them attended leading universities in Hong Kong, China and globally. We then ranked the 25 most popular of these universities among the firm’s Hong Kong workforce (and gave each one a percentage based on the total for all 25 institutions). 

The results, displayed in the table below, show that Chinese University of Hong Kong graduates make up the largest alumni group at Hang Seng in Hong Kong (20% of those who attended one of the top-25 colleges went to CUHK, according to online profiles). 

The university’s business school runs a BSc in Global Economics and Finance degree, which has traditionally supplied graduates to both banks and the Big Four. 

Unsurprisingly, Hong Kong-based universities take all of the top-five positions in our table, but the extent of their dominance is overwhelming: 87% of Hang Seng employees studied at one of the eight local colleges listed below. 

That local percentage is even higher than for Hong Kong-headquartered rival Bank of East Asia (70%). 

It also stands in dramatic contrast to the staff composition of global banks in Hong Kong. As we previously reported, only 20% of their workforces studied locally on average. Even at HSBC and Standard Chartered – two of the most Asia-focused foreign banks – the proportions were 28% and 25% respectively. 

Two mainland universities, Fudan and Shanghai Jiao Tong, sneak into the top-10 for Hang Seng. Like most banks in Hong Kong, Hang Seng is increasing its hiring from mainland campuses as it looks boost its business from Chinese clients.

Image credit: winhorse, Getty

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Why bankers in Asia don’t like their jobs

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When not out lunching or golfing, private bankers in Singapore and Hong Kong should – in theory – be counting their blessings. Theirs is an industry underpinned by surging Asian private wealth, which is expected to grow at an average annual rate of 9.9% between 2016 and 2021, according to a June report by Boston Consulting Group.

While investment banking hiring is sporadic at best, several private banks – from UBS to UBP – are relentlessly adding headcount.

Still, many senior private bankers say working in the sector is actually less appealing and more stressful than when they started their careers in the 1990s or 2000s.

Margin pressures – which have already forced players like Barclays, Coutts, ABN AMRO and ANZ to quit Asian wealth management – lie at the heart of their concerns. Pre-tax profit margins are 21 basis points of assets under management in Asia Pacific private banking, compared with 25 to 26 basis points in Europe, according to BCG.

Private banks have reacted by heaping additional pressure on their RMs to bring in more revenue and AUM. As we reported earlier last month, new recruits who don’t perform could be shown the door in less than a year.

“The reduction in margins and the subsequent higher targets which RMs are now expected to achieve are pushing some RMs to exit the financial industry or move to external asset managers or family offices,” says Sean Kang, director of Asia Pacific wealth management at consultancy McLagan.

Meanwhile, private banks in Asia have continued to bolster their compliance teams as the industry becomes more heavily regulated to prevent money laundering. In an EY survey last year, 39% of private banks in Asia said compliance was their main budgetary priority, compared with just 11% and 9% in Europe and North America respectively who cited it as their chief concern.

“Increasing the number of risk and compliance officers has put further pressure on margins because these people aren’t revenue producers,” says former Merrill Lynch private banker Rahul Sen, now head of wealth management at search firm The Omerta Group.

Compliance isn’t just squeezing margins; it’s having a direct impact on the work that RMs perform. “At the start of my career I could open an account for a new client in days, now it might take months,” says a Hong Kong-based private banker.

Regulatory work on current clients is also time consuming. “Due-diligence updates are basically coming in all the time for me to help compliance with,” says the banker. “I recently did eight client reviews in one month – that’s a lot of work and time away from generating revenue.”

There’s another trend that RMs in Asia are worried about: “Their clients are now realising that most actively managed funds are not performing as well as passive funds, after deducting fees,” says Kang from McLagan.

“Some clients are moving away from the higher margin actively managed funds sold by banks, into passive funds or index funds,” he adds. “This is contributing to banks’ falling margins, which is serious enough for banks to start reducing costs through heavy investment in technology.”

While most private bankers don’t think this tech investment poses an existential threat to their jobs (they say wealthy clients still want face time), it is still adding to the pressures they are facing. Clients could switch some of their more straightforward investments to banks’ in-house tech platforms or turn to one of the many robo-advisors that have recently sprung up in Singapore and Hong Kong.

“Robo-advisors are able to compare costs and returns on their investments easily. If the client isn’t happy with the returns, they can move assets to other banks,” says Sen from Omerta Group. “There is now more pressure on private bankers to outperform on investments as well as increase their AUM with net new money.”


Image credit: leolintang, Getty

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Morning Coffee: The 29-year-old ex-Goldman analyst with the most epic career. World’s worthiest quant

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The beginning of David Knopf’s career was impressive but not unusual: He graduated from Princeton and completed the two-year Goldman Sachs investment banking analyst program before joining private equity firm Onex as an associate. That’s when his career path veered into the exceptional.

Warren Buffett’s favorite private equity firm, 3G Capital, hired Knopf as an analyst. A year and four months later he was promoted to associate partner. A mere seven months later, he made partner, and 3G Capital installed him at one of its biggest joint acquisitions with the Sage of Omaha, Kraft Heinz, initially as vice president of finance and eventually becoming the category lead for the Planters nuts brand.

Now, still just 29 years old, Knopf has been appointed as the CFO of Kraft Heinz, the conglomerate that produces a vast array of food products, including Kraft macaroni and cheese and Heinz ketchup. His appointment is an important bellwether of how the CFO role is transcending the finance department to emphasize ever more strategic and analytic functions, according to AccountingWEB.

It’s safe to say that Kraft Heinz did not hire him for his accounting chops. Rather, Knopf knows “how to think like an investor.”

Knopf will be expected to revive flagging sales and give “serious attention to Kraft Heinz’s different brands and product evolution in order to keep up with consumers’ changing tastes, something that so far the firm has failed to do,” says AccountingWEB.

This trend for a versatile CFO or finance director isn’t just limited to large corporates. Often the CEO doesn’t have the bandwidth, and when businesses aren’t big enough to appoint a full-time chief operating officer, they’ll look at the CFO or finance director to be able to help build everything, from the product set, through to the strategic plan.

Virtual FD Ciaran O’Donnell says: “These days age is irrelevant. There are plenty of capable people who can accelerate into a senior finance role within eight or nine years…. If you’re just a finance person, you could be wiped out very quickly by the younger generation coming through.”

Separately, David Vogel is the 44-year-old head of one of the world’s most successful hedge funds – $1.4bn Voloridge Investment Management, a red-hot quant fund with a three-year annualized return of 38%, causing the fund to remain in high demand.

Last week, Vogel took his family and all of the employees at his firm and fled Jupiter, Florida, a beachfront town with resident celebrities like Tiger Woods and Kid Rock as Hurricane Irma approached. For a week, he and his staff of several dozen employees holed up in a hotel in New York, not far from Columbus Circle, anticipating the devastation that awaited their return, according to Bloomberg.

The hurricane and its aftermath have shifted Vogel’s perspective, realizing that his hometown is a prime target for damage from climate change-fueled storms. His latest pet quantitative project is helping to prove that climate change is real and made by humans – and getting people to do something about it by presenting convincing economic data.

The math indicates that there will be increasing events like Hurricanes Irma and Harvey.

A data scientist by training, Vogel’s success in the hedge fund industry never pulled him too far from projects more focused on human health and welfare, such as studying cancer and fighting poverty, than financial markets.

Meanwhile:

Drexel Burnham Lambert’s Michael Milken: “This is [private equity’s] golden age. You can leverage, you can borrow without covenants, and so for equity holders it affords you very unusual rates of return.” (Bloomberg)

Deloitte Touche Tohmatsu brought in $38.8bn in global revenues in its latest fiscal year, up 5.5% year-over-year. (WSJ)

Ex-Goldman Sachs executive Phil Murphy, a Democrat with a 25 percentage-point lead in New Jersey’s race for governor, has vowed to legalize recreational cannabis statewide. (Bloomberg)

Goldman wants to invest more in lending, middle-market, real estate, alternative energy and structured debt, all areas that are hot right now and are receiving floods of cash from all directions, but this is a risky strategy. (Bloomberg)

A new exchange traded fund from Goldman’s asset management arm is fueling a Wall Street price war that could hurt the industry, credit agency Moody’s says. (Business Insider)

The German stock exchange operator Deutsche Börse will pay €10.5m ($12.5m) in fines to resolve an investigation by German authorities into alleged insider trading in advance of its merger with the London Stock Exchange Group. (New York Times)

Following the lead of U.S. rivals Franklin Templeton Investments, J.P. Morgan Asset Management, Pimco and Vanguard, $5tn asset manager BlackRock will absorb the cost of external investment research starting in January 2018, in a move that is likely to land it with an annual bill dwarfing those of its competitors. (Financial News)

Unions have organized 5,000 people who work on Silicon Valley campuses in the past three years. (Bloomberg)

Visa fixers help people move to the U.S. (Bloomberg)

Three of the most common happiness traps – destructive mindsets and ways of working that keep us stuck, unhappy and ultimately less successful – are ambition, doing what’s expected of us and working too hard. (Harvard Business Review)

Here’s what chimpanzees have in common with a world leader who fashions himself to be an alpha male. (The Guardian)


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Photo credit: Kraft-Heinz Display by Kurt Haubrich is licensed under CC BY 2.0.

Edward Eisler’s hot new $1bn hedge fund paid its staff close to £500k last year

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Eisler Capital, the $1bn macro hedge fund set up by former Goldman Sachs partner turned philanthropist Edward Eisler in late 2015, has been attracting some big names since it set up nearly two years ago. Are they worth it?

Maybe so. The hedge fund has just released its first accounts ever accounts, for the year ended 31 December 2016, and has already turned a profit. After a loss of £685k for the few months it operated in 2015, Eisler Capital made over £7m last year from revenues of £16.5m.

Eisler remains a small operation and, after a flurry of recruitment in early 2016 when former Goldman Sachs MDs Cary Memeth and Andrew Deeley joined in senior roles, new hires have been rare.

It had 13 employees last year, and paid out £6.2m – or an average payment per head of £476k. In 2015, it had two employees and paid them £215k in total.

Eisler himself is the only listed director of the company, which said that it paid out £2m to its ‘senior management team’ last year. This was up from £56.2k in 2015.

So far this year, Eisler has made just two significant hires. It brought in Eleanor Franchitti, the former head of European investor relations at Bluecrest Capital Management, joined in January while former Credit Suisse trader and Capula Investment Management portfolio manager, joined as a trader in June.

Eisler was co-head of Goldman Sachs’ securities division and worked at the bank for 17 years before retiring in 2012. He set up an emerging markets private equity fund called DMC Partners shortly after with some big banking names including Sam Wisnia, who now runs Deutsche Bank’s macro business, and former Lazard chairman Ken Costa. But the company closed in 2014 before it raised its first fund.

Contact for news, tips and comments: pclarke@efinancialcareers.com

Image: Getty Images

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My life of abuse by idiot traders on the buy-side

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Some people want to climb mountains or fly planes, but for as long as I can remember my dream was always to work in equities trading. To my naive teenage self, equities trading seemed like a job where you got to stand at the centre of markets whilst earning a packet of money and respect for being good at what you did.

Turns out I was horribly wrong.

Trading floors are aggressive competitive places. Sometimes the aggression comes from the traders on your own floor – as at Barclays where trader Peter Johnson was accused of humiliating his 23 year-old assistant. Sometimes the aggression and abuse comes from your clients.

I wanted to work for a bank, but I didn’t get in straight out of university. Instead, like a lot of other people, I started out working for a financial software provider on the client support desk. I had two weeks of training and then I was told to start picking up the phone.

When the first call came I was pretty nervous. I picked up, ready with the spiel I’d been trained to say, but I had no chance to talk. An angry trader was shouting at me. “I can’t $%^#^ trade, fix it now!.” Before I had a chance to respond, he’d hung up. The call was recorded, so I played it back to my manager. She listened and she told me to toughen up: in this industry, you need to be thick skinned.

That client turned out to be the head trader at a large London-based hedge fund. He’d worked on the sell-side prior to making the move and had become one of the biggest commission-payers on the street. He was unleashing years of frustration at being mistreated when he was a broker, and he knew that he had no need to be polite. There were plenty of others like him; I was in that job four years and I got to know them all.

Ultimately, I moved into a sales role with a major U.S. bank. You might’ve thought things would be better here. They are, and they aren’t. 95% of my clients fall into the “good” category, but the 5% who fall into the bad and the ugly are enough to change the whole tone of the job. Some of the recent highlights include a call from a trader saying, “Hey, I want to reduce the commission rates because I feel like it,” or another trader who said he knows what it costs us to trade a specific market and he’d like to reduce the rate to cost. Right: and how are we supposed to pay for electricity, technology and salaries?

When you’re a broker on the sell-side you just have to lap this stuff up. You can’t object when buy-side traders shout at you, when they criticize you, or demand that they pay nothing for your services. Ironically, these guys are just dogsbodies themselves. It’s the portfolio managers who come up with the actual trading ideas: all the buy-side trader does is take that idea and send it to the broker. The more idiotic among them get a kick from their moment of power.

I’d like to hope that this kind of behaviour won’t last. Now that calls are monitored more closely, buy-side firms can easily track the perpetrators and there are plenty of professional people who could replace them. Still, not all buy-side firms are bothered about behaviour – a lot of hedge funds are focused mostly on P&L.

Because of this, buy-side traders still have power,. And some abuse it. I’ve seen situations where sell-side brokers are promoted simply because a client says they should be. Good salespeople are overlooked as a result. I’ve also seen situations were very professional sell-side employees have lost their jobs simply because a buy-side trader with influence took a disliking to them. So, if you want to work as a salesperson on the sell-side, go ahead. But be prepared to grovel and crawl around clients who’d just as soon kick you in the teeth and insist that both you and your employer are offering a worthless service. Consider yourself warned.

Aaqil Jalali is the pseudonym of an electronic trading salesman who’s worked for major U.S. banks in London.


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com

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10 things you didn’t know about Hugh Hendry, whose Eclectica hedge fund just closed

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Hugh Hendry’s Eclectica hedge fund is no more. The outspoken Glaswegian has shuttered the 15 year-old fund after it slumped 9.4% in the year to August and lost 90% of its assets under management in the three years to February. For the moment, Hendry the hedge fund manager is out of action. In a letter to investors he said he’ll sit out of trading until the next downturn, but said he’s optimistic about the global economy.

Eclectica employed just seven registered people in the UK according to the FCA Register. All will now be out of jobs, along with Hendry himself. Here’s what you didn’t know about the UK’s most colourful ex-hedge fund manager.

1. He’s the son of a Glaswegian lorry driver

According to this article in the Independent, Hendry was the first in his family and one of the only people at his school to go to university. He grew up close to the Gorbals, a notorious housing estate in Glasgow.

2. He went to Strathclyde University and had planned to become an accountant

Hendry studied Accounting and Economics at Strathclyde. He had intended to go into accounting because, “your ticket to the middle classes was law or accountancy.”

However, in the fourth year of his four year course he realised that he had absolutely no desire to become an accountant and returned the sponsorship money he’d received from the accounting firm. The partner warned him that he would regret it as long as he lived. .

3. His first job was at Baillie Gifford, where he was labelled a troublemaker 

In 1990, Hendry claims to have been the first non-Oxbridge graduate to get a job at Edinburgh-based fund manager Baillie Gifford (known for its graduate training programme).

He stayed there for eight years and managed funds in the US and British teams. According to the Independent, he was ‘labelled a troublemaker.’

4. His second job was at Credit Suisse Asset Management, where he was too mouthy

In 1998, Hendry came to London to work for CSAM. He didn’t like it there, and (again according to the Independent), ‘spoke up’ and was fired within a month.

5. He had a fortuitous encounter with Crispen Odey who said he was a “pirate”

In an interview five years ago, Hendry says he was pretty unemployable in London after leaving Credit Suisse: “I was not a master of any one discipline. I spent a year doing this, a year doing this, whatever, and so I was a generalist. and no one wanted a generalist.”

Luckily, however, he met hedge fund manager Crispen Odey. Odey invited Hendry to dinner and reportedly told him: “I think you are like us. You are one of the pirates, and I’d like you to join my ship.”

After this ‘fortuitous encounter,’ Hendry moved to Odey Asset Management in 1999, aged 29. At this point, Odey only employed a dozen people and had $500-600m in assets under management.

6. He is able to shut up when necessary

Despite being highly opinionated and extremely prone to expressing his opinions, Hendry seems to have feigned placidity when he was first at Odey.

When he first joined, he told The Hedge Fund Journal that he spent 12 months ‘paying his dues’, ‘keeping quiet’ and ‘soaking up what was going on.’

This appears to have been partly due to the awesome presence of his mentor.

“When I joined Crispin my confidence plunged. It’s bad luck to communicate with genius,” he told Investor’s Chronicle.

7. He has been highly successful 

Despite this, Mr. Hendry managed the top performing CF Odey Continental Europe Fund and was made a partner at Odey in 2002. In 2002 he also took the Odey Eclectica Fund out of equities and put it into cash and bonds, a notorious move which generated annual returns of 49%.  In 2008, he achieved a 31% return by betting against U.S. and European banks during the financial crisis.

8. He is highly opinionated

Shortly after this, Hendry appears to have fallen out with Crispin Odey.

Hendry says their relationship moved into a ‘second phase’ characterised by the realisation that Odey wasn’t infallible and characterised by the notion that, “That is an interesting view you’re giving me, here’s what I think.” In 2005, he spun out the Eclectica Fund with with Simon Batten, a fellow partner at Odey.

Hendry’s outspoken approach also landed him in trouble in 2010, when he appeared on Newsnight and told Nobel laureate economist, Joseph Stiglitz: “Um, hello? Can I tell you about the real world?” during a debate about the economy.

9. He thinks hedge fund managers are the ‘guard dogs of the capitalist system’

He also thinks they are the political opposition.

10. He also thinks hedge funds are like bananas

In 2012, Hendry wrote an opinion piece in the Financial Times where he said the hedge fund industry was like “the plight of the banana”. “Today the world eats predominately just one type of banana, the Cavendish, but it is being wiped out by a blight known as Tropical Race 4, which encourages the plant to kill itself.”


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com

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Photo credit: Gorbals, Glasgow, Scotland Feb 2007 by 44b is licensed under CC BY 2.0.

Amsterdam bankers living the good life say Brexit battle isn’t over

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Thomas spent 10 years working for an investment bank in London before he moved back to Amsterdam two years ago. For him, and many other Dutch bankers who quit the City to move home, the decision was a no-brainer.

“I never saw my kids when I worked in London. They were in bed when I left and when I got home,” he says. “When we had our third, and faced the prospect of British school fees, we had to leave.”

Bankers who have escaped the City for a new career in the Netherlands suggest that life is sweeter.

“I drive into work now, instead of cramming into a tube train,” says Stijn, another former City banker who’s now a managing director in a local investment bank in Amsterdam. “I can drive to the beach in 40 minutes at the weekend. If I did the same in Fulham, I’d be stuck on Putney Bridge.”

Frankfurt has pulled ahead as the Brexit hub of choice as banks relocate jobs to ensure they maintain access to EU-based clients. Amsterdam, meanwhile, has captured an increasing number of trading firms such as MarketAxess and TradeWeb, as well as smaller investment banks like Royal Bank of Scotland, Japanese bank MUFG and Jefferies, which has just opened a new seven-person office to serve Benelux clients.

Amsterdam is seen as a dark horse in the battle for an estimated 10,000 banking jobs leaving London after Brexit, but bankers on the ground are both perplexed and frustrated by its failure to capture a bigger slice of the pie so far. They could do with more job opportunities – the Dutch banking sector has shrunk dramatically since the 2008 financial crisis, with most international firms pulling out, and local players cutting back.

“M&A and brokerage businesses have been decimated over the past ten years,” says Chris De Groot, managing partner at headhunters Financial Assets.

The good life

Lifestyle factors in Amsterdam should be a massive selling point for financial services organisations trying to convince their employees to move out of London, believe the bankers we spoke to.

“Frankfurt is so boring – Amsterdam is a vibrant city, and everyone speaks English. All the bankers I know in London are waiting for an opportunity to move here. I don’t understand it,” says Bram, who leads the fixed income team at a large local bank.

Bankers in London tend to cluster around the well-to-do boroughs of Putney, Fulham, Wandsworth and Clapham. Most working in the Netherlands embrace the country lifestyle. Instead of Amsterdam, they gather in the Haarlem area outside the Dutch capital in villages like Aerdenhout, Bloemendaal and Heemstede as well as commuter towns in the Het Gooi area. Both are a 25-minute drive into Amsterdam’s financial district and big houses cost €1m+ – the price of a three bed flat in Putney.

Then there are the schools. International schools in Frankfurt have been flooded with queries from bankers who could be posted there after Brexit. Frankfurt International School, the most expensive school in the city, charges €21,100 a year in tuition fees. The Netherlands has the fifth best education system in the world, according to the World Economic Forum, and it’s largely free (some schools charge €200 a year for supplies). The International School of Amsterdam charges a maximum of €23,350 a year.

“Pretty much everyone uses the state school system, no matter how much they earn,” says Bram.

But for all the lifestyle benefits, working in Amsterdam has its downsides. Career options are limited, jobs have been cut and banks have been rolling out new programmes to give their juniors exposure to clients earlier – just to stop the exodus to London.

“We tell graduates that they’ll have more responsibility if they stay in Amsterdam. It’s a challenge – they all want to start in the City,” says Stijn.

While Amsterdam has attracted high-speed trading houses, the big banks have been chopping their trading desks. ING cut 43 traders in Amsterdam and moved 23 to London in May. Boudewijn Vellinga, an associate partner at financial services headhunters Holtrop Ravesloot, says that banks have cut up to 20% of their fixed income teams in recent years.

“A lot of former bank traders have set up their own investment management shops by the canal so that they can take risk again. Others have set up their own wineries or art galleries. Then there’s fintech, but few traders are willing to take a haircut in pay for this, so a lot stick it out the banks,” he says.

Compared to London, pay in the Amsterdam financial sector is low. Front office roles for analysts in investment banks pay around €43k, according to headhunters, rising to a maximum of €67k for associates. In London, analyst salaries start at £50k (€56k), according to Dartmouth Partners, and up to £120k for third-year associates.

The best paid roles in trading are within equities, according to figures from Holtrop Ravesloot, with managing directors in this area earning salaries of up to €220k (£193k). MD salaries in London are typically £350-550k.

Keeping your job 

In theory, it’s much harder to fire someone in the Netherlands. You need a good reason – underperformance or economic causes are the most frequently used – but even then employers have to jump through a series of hurdles, including offering to redeploy an employee elsewhere, and create an ‘employment termination agreement’ that the staff member has to agree to. If they don’t, it goes to court, and if the court throws out the case, the employee stays put.

Banks, which have rolled out numerous restructurings in the past ten years, typically circumvent a lengthy court case by offering a good deal, says Floris van de Bult, partner and head of the employment practice at Clifford Chance in Amsterdam.

“In practice we still quite regularly see one month’s salary per year of service, whereas on average in court employees would get a third of a month’s salary for every year with the firm,” he says.

Banks used to rolling out redundancies at the merest whiff of underperformance in London have balked at tough labour laws in Germany and have pushed for reform.

Still, the employee-friendly laws in the Netherlands were not a “show stopper” for banks, says van de Bult. “The whole issue with the 20% bonus cap – and not being able to remunerate their staff competitively – was a much bigger sticking point,” he said.

While the rest of the EU restricts bonuses for bankers at 100% of salary, the Netherlands does not allow big financial services organisations to pay more than 20%. In June, the Dutch parliament voted in a motion to scrap this, but this is not binding, and the government has also offered to ease it for foreign banks if they employ at least three quarters of their staff outside the Netherlands.

The bonus cap does not apply to small trading firms, which are heavily dependent on paying big sums in variable remuneration. De Groot says that base salaries are typically €40k, but top traders can bring in €3-4m in bonuses.

There remains a resistance to scrapping the bonus cap, however, as the public “still haven’t forgiven bankers” for the financial crisis, according to some we spoke to.

“It’s not like I have to pretend to be a teacher at dinner parties, but I’ve had some rigorous debates with friends who can’t understand why anyone could deserve more than a 20% bonus,” says Henrik. “It gets awkward.”

“Bankers still have a bad reputation,” says Thomas. “The government talks up the benefits for the economy, but the public still sees rich bankers coming in, pushing up house prices and potentially causing another crisis.”

Bloomberg estimates that of the announced Brexit job moves so far, Frankfurt will get 3,050. RBS said that 150 jobs would move to Amsterdam, while MUFG is reportedly likely to initially move around 100 positions. Still, as well as the trading houses, Amsterdam is on the shortlist as a possible new Brexit base for the world’s largest asset management firm, BlackRock.

Financial Asset’s De Groot, who has beaten the drum for Amsterdam as the ideal location for post-Brexit moves, says that the buy-side is the biggest opportunity for the city.

“The competition isn’t over. If one big asset manager comes here, others will follow. And I still think that if banks listen to what their employees want, more banking jobs will come here too,” he says.

Contact for news, tips and comments: pclarke@efinancialcareers.com

Image: Getty Images
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10 things you need to know about the Barclays junior dress code

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If any bank is relaxed about its dress code it’s supposed to be Barclays. While only 11% of Goldman’s summer interns thought ‘anything goes’ in terms of workplace attire, last week’s survey of banks’ attitudes to employees’ outfits by Emolument.com found that Barclays was the bank least likely to specify exactly what its employees should wear (the flip flop ban excepted).

The effects of this laissez-faire approach to sartorial issues are demonstrated in a photo just posted by Barclays on LinkedIn showing the new graduate intake at its investment bank in Europe. While juniors at other banks rush to stock-up on white shirts and dark suits, Barclays’ analysts look a lot more…eclectic.

It’s admittedly possible that the photo below was taken when the juniors were dressing down for a graduate event, but a lot of the outfits look distinctly smart-casual and are therefore likely to be recycled on Fridays, when the standard dress code is more relaxed.

The key takeaways are as follows:

1. It is OK to wear coloured trousers. (Ie. lime green)
2. It is probably preferable to wear chinos. (Ie. beige)
3. Skirts should be at or below the knee.
4. Legs may be bare. Short-sleeved shirts are OK.
5. Wearing your jumper around your neck is a thing.
6. Dark blue shirts are a thing.
7. If you’re wearing a black dress, you will look drab next to the people who’ve embraced colour.
8. Brown shoes are a thing.
9. Flat shoes (for women) are a thing.
10. Beards are mostly out, especially if they are full. This is not Goldman Sachs.

Barclays dress code

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Photo credit: Pantalones by Nacho is licensed under CC BY 2.0.

Barclays has poached a rates portfolio manager from BlackRock for MD role

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Barclays has continued the build out of its markets business with another senior hire from the buy-side.

Adam Glossop, who has spent the past 12 years as a rates portfolio manager at BlackRock, has just joined Barclays as a managing director on its rates trading team in London. This is a return to the sell-side for Glossop, who joined BlackRock from Citigroup where he was a rates trader in 2005.

Barclays has been hiring senior rates traders across both London and New York, and many have returned from the buy-side to take up the role. Chris Leonard joined as a managing director and head of U.S. rates trading in June from his own hedge fund, and as we reported in August he’s been bringing in staff lower down the ladder.

Eric Childs, a former managing director in rates trading at J.P. Morgan who has spent the past four years at Bluecrest Capital Management is set to join Barclays as head of U.S. dollar swaps.

In London, investment banks are hiring senior traders within their rates business again, while the focus state-side has been bringing in credit traders.

As we reported this week, HSBC has taken on Maxim Safonov, the former head of global markets at Russian bank Sberbank CIB, as a managing director within its rates business.

Rates revenues in large investment banks are still fluctuating, and the $13bn in revenues the top 12 banks generated in the first half of 2017 is down 6% on last year, according to research from Coalition. However, this figure is still higher than the past three years and banks have bitten the bullet on new hires.

Barclays’ macro trading revenues were down 20% in the first half of 2017 to £946m.

Contact for news, tips and comments: pclarke@efinancialcareers.com

Image: Getty Images

Been unemployed? Two Sigma will still hire you

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As hedge fund employers go, quant fund Two Sigma is one of the most aspirational. It ranked third on our list of the hedge funds everyone wants to work for this year, confirming that it has the pick of the crop when it comes to employees. Interestingly, therefore, plenty of Two Sigma’s U.S. have a period of unemployment in their past. Some were even hired out of unemployment by the fund itself.

We know this because staff at Two Sigma (and elsewhere) have to declare periods of unemployment on their FINRA registration. Of the 95 staff currently registered to Two Sigma Securities, 19 have had a period out of work – 20% of them.

Some of this downtime came after graduation. Two Sigma likes to hire from the likes of Stanford and MIT. While graduates going into banking tend to line up job offers through internships before they leave, graduates (and PhDs) going into Two Sigma are more likely to have several months out of the market doing nothing before they land a place. Up to seven months is not unusual.

Other of Two Sigma’s employees have worked for banks or other funds and have had periods of economic inactivity between roles. These are distinct from hedge funds’ notorious non-competes, although these are also in evidence on the FINRA documentation. Jason Auerbach, for example, joined from Jump Trading back in 2013 after a mandatory nine months out of the market. 

Most notable, however, are the people Two Sigma hires who are unemployed. There haven’t been any recently, but there have been several in the past, including Thomas Matchett who joined in 2016 and spent a year out of the market after leaving UBS, or Jongman Koo, who joined three years ago after 11 months of unemployment post-Getco.

Others at Two Sigma, like Joseph Elbe, took a period of voluntary leave before joining.

While 80% of Two Sigma’s staff haven’t spent time out of the market, a reassuringly large portion have. Redundancy should not keep you from working for one of the most popular quant funds in the world. Meanwhile, Two Sigma may be making some layoffs of its own. – The fund acquired the interactive options arm of Timber Hill in May 2017. It’s not clear how many people were employed there, but only a handful have made it onto Two Sigma’s books.


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com

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Photo credit: Unemployed by Rob Milsom is licensed under CC BY 2.0.

A Hong Kong bankers’ guide to landing a big promotion (and keeping it)

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You’ve toiled away in a banking job focused on the local market in Hong Kong for years – but now you’ve finally landed a promotion into a bigger and better role covering countries across Asia.

After the initial excitement of your promotion dies down, you may find yourself wondering how you’ll cope with your new regional responsibilities – in particular, how you’ll go about managing people based in different Asian markets.

The first month for any new regional manager will be tough, as I know from my time at Standard Chartered here in Hong Kong. Here’s how I think you can get through it and win the confidence of your multi-national team.

Take a broad perspective

The single biggest difference between a regional Asian and local role is obviously the scope of your responsibilities. Many successful managers at country level struggle after being promoted because they fail to adopt a broad enough regional ‘perspective’. By this I mean: the ability to be comfortable with more uncertainty and ‘fuzziness’ (you will be faced with more opinions and more cultural perspectives); the ability to identify and engage a much wider range of stakeholders; and the ability to think about the regional impact of your decisions. The best regional leaders can work across functional and geographical boundaries in order to bring people together to create solutions for their bank.

Build alliances 

In a regional role you may well be tasked with restructuring the way your team functions, but don’t be too eager to start changing things right away. Instead spend your initial weeks on the job identifying the people most important to your success – create a detailed stakeholder ‘map’ then talk to everyone on it. Don’t only use your new network to achieve your own objectives, try to help others – reciprocity is important when networking as a regional manager in Asian banking. Make the most of any face-to-face opportunities you have to talk to stakeholders in other Asian offices, even if this means staying an extra day on business trips to meet people for lunch or coffee.

Use influence, not authority

The more regional you are, the higher up the hierarchy you are, the less likely you are to have direct line-management power over some of the more junior people who will actually be critical to your success. Other regional managers at the same level as you will also impact your performance. This all means you’ll need to influence a lot of people without having authority over the them. When trying to influence them and make sure your ideas are taken seriously, I recommend building consensus on core issues but allowing some give-and-take on less important matters.

Show your ‘cultural flexibility’

This is a very important personal characteristic that involves a fine balance between pursuing your own ideas and integrating ideas from people from different cultures. Success in your new job lies in knowing what’s important to people across Asia and knowing how to engage with them. Understanding when to push your own opinions and when to allow for cultural differences will require a constant focus on the cultural implications of every decision you make. Don’t just accept cultural stereotypes. Travel and get to know people in your team from across the region – learn from them. Having a few trusted ‘local’ friends/colleagues in each of your countries will be very useful for sounding out ideas and getting initial insights into the potential cultural barriers you may face when launching a new project.

Embrace technology

Become a video-conference, phone, instant-messaging and email Jedi Master. Face-to-face meetings, while important, are actually getting less and less common, so use the virtual facilities at your disposal. Make sure you are able to connect to people through multiple channels and that you actively use each one. Different people respond to different forms of communication, so be sensitive and flexible in this regard. And don’t only use virtual communication for formal purposes – having a virtual coffee meeting could be a very ‘personal’ way to get to know a colleague in a remote location. And in all virtual meetings some casual chatting and personal introductions can create trust and build participation. Time spent on these seemingly ‘soft’ activities will always provide a ROI in the long term.

Henry Chamberlain is a Hong Kong-based industrial psychologist and executive coach, and a former head of selection at Standard Chartered.

Image credit: lzf, Getty

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Singapore banks receiving 20% more CVs. Here are eight reasons why

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Banking professionals in Singapore are sending their CVs in increasing numbers to the city state’s three home-grown banks, DBS, OCBC and UOB. Recruiters say they are now receiving about 20% more applications to vacancies at Singaporean banks than they were just two year ago – a surge out of kilter with the banking job market generally.

But why are local banks becoming more appealing to job seekers? After all, they offer limited international mobility outside of Asia, remain relatively minor players in Asian investment banking, and their salaries don’t exceed those of foreign competitors.

Here are some reasons why local banks are increasingly on candidates’ radar in Singapore.

1. Financial stability

Last week DBS, UOB and OCBC were ranked as the three safest banks in Asia by Global Finance. All three also made the global top-15 list. “Candidates are attracted by their healthy profits, large deposit bases and the balance sheets driving their corporate businesses,” says Sherry Zerh, associate director of financial services at search firm Kerry Consulting in Singapore.

2. Fewer jobs at foreign banks

Many candidates are now questioning the commitment of foreign banks to their Asian businesses (think, business closures at Barclays, hiring and firing at Goldman Sachs). “Asia is a key driver of global economic growth and a lot of professionals in Singapore are looking to banks that offer great opportunities in this region,” says Stephanie Liew, a senior consultant at recruiters Marks Sattin in Singapore. “While some international banks are focusing more on their home markets, Singaporean banks are increasingly going regional with their businesses.” 

3. The excitement of an emerging sector

“Candidates often say they’re looking at new business areas – the frontiers that Singaporean banks are now moving towards,” says Anita Sim, regional head of front office at LMA Recruitment. Wealth management is one of these. OCBC’s Bank of Singapore unit was only created in 2010, when the firm acquired ING’s Asian private bank, but is now among Asia’s most expansionist private banks. Similarly, DBS is now a strong force in the sector following its acquisition of Societe Generale’s and ANZ’s regional private banking operations.

4. Previous talent attraction

Singaporean banks are keen to talk up their commitment to growing their own talent from local graduate recruitment. But the fact that their ranks are also now increasingly filled with staff who’ve had previous stints at international firms is a far more important motivating factor for most candidates. “Having experienced senior people from big foreign banks in their workforce gives the impression that the Singaporean banks are committed to further expansion,” says Sim.

5. Big fish syndrome

“A mid-career banker joining a local bank after being ‘trained’ by, say, Citi for 10 years is like a big fish joining a smaller pond,” says Angela Kuek, director of search firm The Meyer Consulting Group in Singapore. “People like that tend to differentiate themselves at the local bank – they’re accorded higher visibility and if they perform well they get good progression opportunities, which they may not have got had they stayed at the global firm.”

6. Head-office jobs

Many candidates, especially senior ones, are drawn to working at banks whose headquarters aren’t multiple time zones away. “Proximity to group heads generally increases ease of getting decisions made,” says Kuek. “This is a boon for a candidate’s work-flow, especially for front-liners who are originating business with clients.”

7. Immunity from offshoring

Foreign banks continue to offshore back-office jobs away from Singapore, but local firms are unlikely to follow suit given the public and political outcry this would provoke. “Singapore banks are perceived to be ‘iron rice bowls’ – less known to fire their staff at will or restructure their businesses,” says Zerh.

8. Nurturing the next generation

“I’ve seen this cited by senior Singaporean bankers who’ve been at a global bank their entire career: they want to join a local one to contribute their expertise and ‘give back’. They want to nurture the next generation of Singaporean talent in their area and embark on a more meaningful and purposeful role,” says Kuek from Meyer Consulting.


Image credit: Onfokus, Getty

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Morning Coffee: Confessions of an IB analyst who quit after six weeks. Curious events at Barclays

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After graduating from college in 2007, Mark Manson joined a bulge-bracket investment bank because he was good with numbers and all his poker-playing friends were working in financial services. He thought it would be his forever career but he only lasted six weeks.

“I played poker a lot and I made money playing. Everybody else I knew who played poker was doing finance. So it was cool to get a job in finance, but I was put into a kind of cubicle hell,” Manson told AFR. “It was not what I expected; it was basically just doing data entry.”

The sense of power Manson felt after accepting the job offer soon disappeared once he entered the grey, sterile and joyless bank surrounded by other ambitious 20-somethings “awkwardly stuffed into cheap suits and business attire. Some worked furiously at their consoles, invigorated. Others slinked in their chairs, lifeless and a paper jam away from putting a shotgun in their mouth. I would soon be one of the latter,” he wrote in a blog post entitled “How to Quit Your Day Job and Travel the World.”

Two hours into his lifelong career choice of finance, Manson was already contemplating an escape route – not a good sign.

Manson says quitting his investment banking job to start his own online dating business and selling most of his possessions to travel around the world were decisions that are “high up there in my own ‘didn’t give a f—‘ hall of fame” and eventually led to him writing the dating manual Models: Attract Women Through Honesty and the self-help book The Subtle Art of Not Giving a F—: A Counterintuitive Approach to Living a Good Life.

The key message is accepting that you are not uniquely special or defective, but be willing to struggle for what you really want. Stop focusing on bad values based on external measures such as material possessions and being told you’re right all the time and instead prioritizing good values that you have complete control over such as creativity and humility.

Another life lesson to take away from Manson’s experience? It’s more fun traveling the world writing books than working at a bank.

Separately, former police detective Jonathan Cox, the senior compliance officer responsible for Barclays’s whistleblower program, is leaving the bank after settling an employment dispute just before it was set to go to trial, according to the Financial Times.

Out-of-court settlements typically bar either side from revealing details about the case, so it is unclear whether or not the employment lawsuit, the subsequent settlement between Cox and Barclays and his planned departure are directly linked to the whistleblowing investigation that has been hanging over Jes Staley, the bank’s American CEO.

In April, Barclays announced that the Financial Conduct Authority and the Bank of England’s Prudential Regulation Authority were investigating it after Staley’s attempts to use Barclays’s internal security team to track down the authors of two anonymous letters making allegations about a former colleague Staley had hired, which were sent to the board and a senior executive at the bank last June.

Some have speculated that Cox was fired because he may have tried to stop Staley from pursuing the whistleblower and then sued the bank for wrongful termination, leading to the bank’s decision to pay him off rather than face an embarrassing trial. However, due to the terms of the settlement, we may never know all of the details related to this mysterious eyebrow-raising situation.

Meanwhile:

The 41-year-old J.P. Morgan banker Paul Blight, an executive director, sent a malicious letter as part of a smear campaign falsely accusing Bupa’s David Hynam of launching a prolonged homophobic hate crime after he was spurned by the healthcare chief’s long-term boyfriend. (DailyMail)

As Trump’s top economic adviser, former Goldman Sachs President/COO Gary Cohn is working to dismantle the rules put in place after the financial crisis – and his bulldog mentality can be traced back to his rough-and-tumble childhood when he punched a female teacher whose punishments crossed the line. (The Intercept)

Goldman Sachs thinks it can generate as much revenue from online consumer loans—a market targeted by many fintech startups—as from buying and selling securities. (Quartz)

Morgan Stanley is making a hiring push, but not in the division you might think. (Reuters)

Here’s another reason Main Street still hates Wall Street. (Bloomberg)

Chancellor Philip Hammond said he would work on a “bespoke” deal giving the financial services industry special treatment after Brexit. (Quartz)

Italian investment bankers who handle some of their country’s biggest deals out of London are moving to Milan, lured by bumper tax breaks at a time of deep uncertainty about Brexit. (Reuters)

Japanese investment bank Nomura has set aside $100 million to invest in promising startups from a new innovation office in San Francisco. (Finextra)

Australia’s banks are sitting on a ticking time-bomb. (WSJ)

Axa has been flirting with French rival Natixis. (Reuters)

J.P. Morgan CEO Jamie Dimon condemning bitcoin and threatened to fire portfolio managers who invest in it, but some of the bank’s clients are still doing so. (The Merkle)

Female hedge fund managers’ returns were two times higher those run by men in 2017, piling pressure on the male-dominated sector. (FT)

Fintech is changing the competitive ETF landscape. (Fund Action)

Many Silicon Valley start-ups, including virtual reality company Upload, are run by young, immature men who are flush with cash and do not know how to handle their power, leading to litigation and reputational damage. (New York Times)

Unending news of tech companies’ sexism and harassment have prompted sought-after STEM-educated women to rethink their options, perhaps giving Wall Street firms a recruitment edge. (Bloomberg)

The tides are turning against Google, Facebook and Amazon – there’s blood in the water in Silicon Valley. (Bloomberg)

Entrepreneurs can raise money for their idea via an initial coin offering (ICO) without giving away any of the profits of that idea, as they would under the VC model – ICO investors are funding a risky new idea without any expectation of sharing in its profits. (Bloomberg)

Cybersecurity as we know it will be completely upended when a powerful quantum computer comes to market. (WSJ)

Nine years ago, Lehman Brothers became the largest bankruptcy in U.S. history, and you can buy memorabilia online. (Business Insider)

There’s a new brand of whiskey toasting the demise of Lehman. (BBC)

Photo credit: mikkelwilliam/GettyImages
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Why investment banks reject you, even with top grades

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So you want to work for an investment bank when you leave university? You’re not alone. Tens of thousands of graduates apply to the major investment banks every year. At big banks, the acceptance rate is less than 3%. With starting salaries around the £47k ($64k) mark and bonuses on top, it’s not hard to see why. In such a competitive market it pays to be well-prepared. And that doesn’t just mean getting the best grades.

As you may have already discovered to your detriment, even with top grades academically banks will reject you. Yes, they want a top degree from a top university, but this isn’t all they want. If you’re relying on academic excellence to carry you, you’ll come unstuck.

This is why banks will reject you, even when you’ve jumped through all the hoops at school.

1. You’ve got good academics, but you’re being modest. 

Banks are looking for a 1st or a minimum of a 2:1, ideally in a relevant subject that demonstrates your financial literacy. If that’s you, don’t hide it. You need to state it clearly and simply in the profile at the top of your CV.
This is not the time to be coy about name-dropping either. Banks love good schools and universities, particularly Oxbridge and the Ivy League. They like the high education standards and they love the networks these schools nurture. If you went to a top university, make sure you highlight it in your profile.

2. Not enough of the extras

Once banks have culled everyone who doesn’t meet their standards academically, all the candidates in the pool will be academically excellent. Your top grades will be noting special. This means you need to ensure you stand out with extra achievements, academic, extra-curricular, professional or otherwise. Do not be shy of including prizes, particularly high grades and relevant projects. Include details of all relevant work experience and internships. Over a third of employers, in The Graduate Market in 2017 High Fliers Report, stated that graduates with no work experience have little prospect of receiving an offer on one of their programmes.

3. The wrong key words

Your CV needs to get past the Applicant Tracking Systems (ATS) algorithms. If your resume doesn’t contain the right keywords for your chosen position, you’ll struggle to get on shortlists. Research the area and find the most relevant phrases.
It really pays to know which sector of investment banking you are targeting. Are you interested in equity trading or is M&A more your area? Do you know the difference between front office and back office roles? To secure a role in your target area, you need to show you have a comprehensive understanding of the investment banking environment.

4. Nothing unique. Nothing special. What’s your differentiator?

What do you have that sets you apart from the competition? Standing out from the crowd in any positive way you can is crucial. Banks are looking for graduates who can demonstrate strong communication, interpersonal and analytical skills. Without a career history, you’ll need to look at your involvement in sports, student societies and voluntary work to find examples of situations where you showed teamwork, leadership, resilience and stamina.

If you can demonstrate a long term, pro-active commitment to a career in banking from a relatively early age (ie. at least the first year of university) so much the better. It’s worthwhile mentioning any work placements or shadowing assignments you did during your school or early university years.

5. Waffle, waffle, waffle.

Hiring managers are super-busy and they are not going to spend time on a CV that reads like a college essay. List bulleted achievements and focus on tangible results. Use powerful active verbs in the simple past tense. This makes your CV easy to read and demonstrates

Victoria McLean is the founder and CEO of City CV, a London-based CV writing service. She was previously a recruiter at Goldman Sachs and the equities division of Bank of America Merrill Lynch.


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com

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Photo credit: the lovely miss lovely rejected this shop by rejected is licensed under CC BY 2.0.

Michael Hintze’s CQS has been making some big hires

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CQS is hiring again. After cutting back on headcount over the past year, Michael Hintze’s hedge fund has signed off on some senior recruits on the back of an increase in assets under management.

Suraj Gohil has just joined as a portfolio manager focused on non-Asia emerging markets from Observatory Capital Management. Joakim Larsson, who was previously in business development and marketing at BTG Pactual in London has also joined as a business development manager.

CQS has also just confirmed some other senior appointments. Prakash Narayanan, who was a partner and portfolio manager at Saba Capital and head of its London operation has signed up as a senior portfolio manager. Nick Pappas, most recently the co-CEO for Europe at Blue Mountain Capital Management, has now been officially named as its new head of credit after numerous reports on his recruitment by CQS. Both men have a background in senior trading jobs on the sell-side – Narayanan was formerly a managing director and head of North American leveraged finance trading at Deutsche Bank, while Pappas was formerly head of distressed credit trading at Goldman Sachs.

However, Matthew James, CQS’s head of research chief strategist, is leaving at the end of September. James joined CQS in September 2015, from Brevan Howard where he was a partner and senior credit strategist.

CQS now has $13.7bn in assets under management, up from $12bn the beginning of this year. In December, Michael Hintze said that CQS had “streamlined the business” and 50 staff had departed. Its results to 31 March 2017 suggest that these cuts have continued – it had 144 people, down from 160 at the end of 2016.

Sources in CQS suggest that the investment manager is now hiring again and looking to build its team on the back of improved performance and a boost in assets under management.

Its credit multi-asset fund is up 4.4% year to date, sources suggest, while its diversified and ABS (asset backed securities) funds (down 2.6% and 2.4% respectively in 2015) are up 5% and 8.5% so far in 2017.

CQS has continued to pay its employees well in spite of the cuts. It shelled out £30.9m for its 160 employees in 2016, up from £20.6m in 2015, or an average of £193k per head. Its partners also received a hefty bump up in compensation, with an average payment of £3m, up from £1.55m the previous year. The member with the highest entitlement was paid £65m, compared to £11.2m the previous year.

Contact for news, tips and comments: pclarke@efinancialcareers.com

Image: Getty Images

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Zaoui brothers cut pay for staff after leaner year

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Working for a tiny boutique in London can be a lucrative business. As we pointed out last week, Qatalyst Partners – the tech-focused bank that employs seven people in London and made £27.6m in revenues last year – paid its employees an average of £1m each on the back of a surge in fees.

Zaoui & Co, the European advisory “kiosk” launched by brothers Michael and Yoel – known as the Ronaldo and Messi of investment banking – after their departure from senior roles at Goldman Sachs and Morgan Stanley, has not had such a great year. It posted a loss of £1.2m in 2016, according to accounts released today on Companies House, after making a profit of £8.6m on revenues of £17.3m in 2015.

It has cut pay for its 13 employees in the UK. Zaoui & Co spent £4.2m on staff last year, down from £5.3m in 2015, or an average payment of £323k – down from £411k in 2015. As well as paying £600k to its directors, the bank also awarded both Michael and Yoel Zaoui a dividend of £874k each last year.

Profits for Zaoui & Co are likely to be greater than the loss shows, however, as the UK accounts are only part of the picture – despite being based in London, it’s incorporated in Luxembourg, and books most of its mega-deals in the Grand Duchy. These figures are not available, however.

Boutiques have been capturing an increasingly large slice of the pie from their larger investment banking rivals over the past couple of years, and there’s an increasing trend for senior bankers to leave big banks to set up their own advisory businesses. It can be lucrative for those who jump ship to join them – Robey Warshaw, the boutique set up in 2013 by senior bankers Sir Simon Robey, Philip Apostolides, and Simon Warshaw – still employs fewer than 20 people, but paid an average of £520k last year.

Zaoui & Co remains a small organisation and does not make many hires. However, it has lost employees this year. Jonathan Arzel, an associate who joined from Morgan Stanley in 2014, left in March, while Matteo Concas, a former J.P. Morgan analyst who spent three years at Zaoui & Co, left in April to become country manager for Berlin-based mobile bank N26.

Contact for news, tips and comments: pclarke@efinancialcareers.com

Image: Getty Images
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Technology boutiques are hiring juniors. But not from top banks

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If you want to work for a boutique M&A firm that deals exclusively with technology companies, you’re in luck. Small technology boutiques have been busily hiring juniors in both London and the U.S.. Very few of their hires, however, come from tier one investment banks.

Recruiters say there’s been an eruption of hiring at tech boutiques like Silverpeak LLP, Mooreland Partners, GP Bullhound, Stella EOC and Arma Partners. Our research confirms the trend: since April, these five firms combined have made around 23 analyst-level hires in Europe and the U.S., which is impressive given many are only small.

The biggest hirers were Silverpeak, Mooreland and Arma, which have each recruited around six new analysts. Stella EOC appears to have put a brake on hiring after its own merger (Stella and EOC combined in June); GP Bullhound has only made two recent hires, including Jaime Sendagorta, who joined as an associate in May from Credit Suisse’s tech team.

Alongside Sendagorta, there’s the occasional other junior from a big bank in the mix. – For example, Neil Chadda joined Arma Partners as an analyst this September after leaving Rothschild. However, it’s noticeable that many of tech boutiques’ recent hires aren’t from big investment banks. Instead, there’s a distinct tendency for boutiques to recruit from each other, from private equity funds, from consultants, or from technology firms.

Mooreland, for example, has hired Eduard Keller from Arma Partners for its California office, along with Rob Bergantz from an LA agri-tech fund for its New York office. In London, Mooreland also recruited Janine McShane from Rackspace, a cloud computing company and Gabrielle Zhang from Deloitte’s technology consulting team. Arma Partners’ London office hired Anya Schneider from a Swiss payments specialist. And this month, Silverpeak hired Simon Werner in London from German logistics company, Kuehne & Nagel, where he was a management consultant.

What’s with the absence of hires from big banks? Recruiters suggest it’s something to do with many of the smaller tech boutiques’ poor pay. While the likes of Zaoui & Co. and Qatalyst Partners (itself a U.S. tech-focused firm)  pay their average employees £323k ($438k) and £1m each respectively, Mooreland Partners paid an average of £173k in the 12 months to January 2016. “Because they pay is lower, people from big banks don’t want to go and work for these smaller boutiques,” says one recruiter. Some tech recruiters like Silverpeak and Arma appear to pay more, however.

Logan Naidu, CEO of London-based recruitment firm Dartmouth Partners, says jobs at technology boutiques are also different to those at major banks: “You’re working with more entrepreneurial companies and they’re looking for someone who can provide very holistic advice and who really understand the tech space. A lot of this work is also private placement, so it’s different from straight M&A.”

Even so, Sendagorta and Chadda suggest analysts from larger banks aren’t immune to the lure of smaller tech boutiques, which offer good exposure to both start-up culture and finance. And if you want to work for a bigger tech player? You could try one of the names on the list below. These are the top boutiques for technology, media and telecom deals in the UK according to Dealogic.


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*Figures are for disclosed deals only 


Have a story or comment you’d like to share? Contact: sbutcher@efinancialcareers.com

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