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12 habits of highly successful investment bankers

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If you make it to managing director in investment banking, the pressure really starts. Not only are your revenue targets much higher, but you have to navigate an increasingly political environment and lead team of highly ambitious individuals who would love to be in your job. And, if juniorisation of the ranks continues, MDs are likely to be increasingly younger.

It takes a certain kind of person to get, and remain, in the senior ranks over the long-term. According to current and former senior investment bankers, these are the habits and traits you need to adapt to succeed in the industry over the long term.

1. Successful investment bankers are adaptable 

Part of ensuring your long-term survival in investment banking is knowing what sort of personalities large financial institutions look for at different phases of your career, says Graham Ward, the former head of equities at Goldman Sachs and now adjunct professor of leadership at INSEAD.

“At inception you need to fit in and be a team player, with a strong willingness to learn from all the big egos around you,” he says. “Next you need to demonstrate a sharp commercial acumen and an innovators’ mindset. Create something unique. Finally, no successful investment banker, even in trading, was ultimately successful if they do not have an eye on the needs of clients. Once you make clients your friends you become less dispensable.”

2. You must be dogged and persistent 

It’s not enough to be smart, you must back this up with clear focus and determination on bringing in new business. Most pitches for new business, despite the huge amount of work required, are destined for failure. You need to be prepared for this.

“What I lack in brains, I make up in energy,” Diego De Giorgi, the global of investment banking at Bank of America Merrill Lynch has said previously. “You need to be energetic, enthusiastic, persistent and dogged. Most pitches won’t be successful and you could have spent hours working on a presentation, but so will have the competition. We don’t sell a physical product, we sell what we can do for clients and you need to show intellect, but also doggedness.”

3. You must always be more informed than the competition

As cheesy as it sounds, investment bankers must always be thinking about how they can add value during any interactions with clients. This means staying informed to the point that you have more knowledge than the supposed experts, says Ziad Awad, a former Goldman Sachs and Bank of America Merrill Lynch managing director who now boutique bank Awad Capital.

“You need to read up on everything connected to your coverage area and your clients. I can’t tell you how many first meetings I’ve had with company CEOs and chairmen where I’ve told them something they don’t know about their company or sector,” he says. “It’s a matter of extreme discipline – read through all the company reports, news and letters to shareholders you can find. Read between the lines, make assessments and learn any way you can. Have the confidence to ask questions on issues you don’t understand to improve your knowledge.”

4. Senior investment bankers must know how to delegate 

As you progress up the ranks, you must always prove that you’re better at most task than those below you. As you gain more experience, it stands to reason that you should be more skilled than junior members of the team. The challenge as you move up, says Gregg Lemkau, co-head of the investment banking division Goldman Sachs, is learning when to let go and delegate.

“Investment banking is also an apprenticeship business, and you need to strike the right balance between doing and teaching those that work with you how to do it,” he said. “You have to do both so that they can learn the business and provide you leverage to be able to be out serving your clients. Striking this balance as to how “hands-on” to be is a continual challenge throughout one’s career.”

5. You need to take career risks 

Investment banking career paths are not always linear. They are not based in one location and they rarely stay in one sector. Take the opportunities as they arise, says Ward.

“Sometimes as in war, your masterplan is ripped up on first contact. If opportunity knocks it rarely does so twice,” he says. “The flexible and open-minded tend to be long-term winners. If you are offered a promotion but it is in Tokyo for two years, take it. The worst thing that will happen is you will learn something about yourself.”

6. You must have an outlet from work

The hours are, of course, long in investment banking – 70-hours a week and you’re not even ‘in the game‘. What little time off you have should be used wisely.

This is not always obvious chill out time. “I know a lot of bankers who do competitive cycling or run ultra-marathons,” says Awad. “I sail competitively and admit that I bring my competitive attitude to work to my hobby. But you need something to stop the demotivation or burnout when you’re putting in the hours or getting up at 4am to catch an early flight for another business trip. Male bankers become obsessed with fitness when they hit 40.”

7. Successful investment bankers are relentless 

Every new year, you start from zero. Never assume you’ve made it, and never rest on your laurels.

“In town hall meetings, I keep bringing up the analogy of the Wimbledon championship,” said Vis Raghavan, EMEA CEO at J.P. Morgan. “The day after winning the tournament, what makes the champion get back on the treadmill and start the whole process again? You might have won the final in five sets, but winning it 6-0, 6-0, 6-0 makes you the champion beyond doubt. In short, there is always room for improvement.”

8. Successful investment bankers are consistent

Once you make it to managing director, the pressure increases. You’ve not made it to the summit of a mountain, you’ve poked your head above the parapet and must be prepared for greater scrutiny than ever.

“Managing directors in investment banking last around 18 months,” Randall Dillard, the former head of investment banking at Nomura said. “Most people simply cannot handle the amounts of revenue they are expected to generate year after year.”

9. Successful investment bankers mix work with pleasure

Senior bankers are under more scrutiny about which elements of client interaction can strictly be categorised as work. Client relationships need to run deep, says Awad, and any investment banker who focuses on a single deal over long-term relationships with clients will not succeed. The key is not to be overly wedded to the idea of free weekends.

“You need a passion for your clients,” he says. “Top investment bankers socialise at weekends with clients, they go to sporting events and they hang out with clients’ families. This is something I’ve experienced on a regular basis.”

10. Successful investment bankers will be ruthless 

If you want to be one of the people who climbs up the career ladder, you have to accept that there will be many who will fall by the wayside and need to focus on your own goals, says Ward.

“You need to be brutally disciplined, current, and develop a thick skin,” he says. “It is a competitive marathon and you pass a lot of corpses along the way. So having your eye on the horizon and having a strategic gameplan is essential.”

11. Successful investment bankers will be detached 

Clients will be demanding, managers will be unreasonable and job security will be shaky. Throughout your career, you must not get emotionally involved. An extensive study into investment banking careers by Maxine Robertson at Queen Mary University in London and Mats Alvesson from Lund University, Sweden published in 2015 suggested that emotions and investment banking don’t mix. Most of the interviewees for the study were never “upset, happy, humiliated, perturbed” even during tough times.

‘Lee’, a senior investment banker interviewed during the study, said that he tries to avoid his boss’ ‘dark side’: “I don’t care, what can I do? And he’s unpredictable when he explodes. It doesn’t faze me. I am kind of used to it now and it just washes over me. I’ve developed a lot thicker skin and that comes in part from dealing with clients. I just see it as my job and don’t take anything personally.”

12. Successful investment bankers will always be impeccably dressed

This sounds trite, but the one thing in Robertson’s study investment bankers did care about was that they wore the right (expensive) clothing and knew how to dress at all times. Senior investment bankers even make hiring decisions based on this. ‘Charlotte’, a senior investment banker interviewed for the research, said she turned down one junior for being scruffy.

“He had quite a lot of internships and really good experience, but now I know why he hasn’t got a permanent job. He kind of slobs around on the trading floor, he is one of those guys that can make a really expensive, sharp, nice suit looks scruffy and old. It’s all part of the wrap, it’s the kind of veneer we deal with in this business,” she said.

Contact: pclarke@efinancialcareers.com


Happy Thanksgiving! Sorry, you’re fired

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As bankers spend today feeling good about all that they have to thankful for (which is admittedly quite a lot), they might also permit an ever-so-slight feeling of trepidation. Falling as it does in late November, Thanksgiving also comes just before investment banking layoff season. When the turkey’s been digested, the cost cutting will begin.

Using previous years as a guide, the next few weeks could be harsh. In the fourth quarter of 2016 Goldman Sachs cut 500 people (net) from the whole firm. UBS cut 183 people net from its investment bank. Credit Suisse cut 150 from global markets, and J.P. Morgan cut 428 from its corporate and investment bank.

This year is unlikely to be much different: J.P. Morgan’s banking analysts are predicting double-digit percentage drops in sales and trading revenues in the fourth quarter versus the previous year, and various banks have offered gloomy prognostications for fourth quarter revenues. Although markets revenues are expected to pick up in 2018, the weeks between Thanksgiving and Christmas are the perfect time for clearing the decks in preparation of “upgrading” staff in the New Year.

Wall Street headhunters say stealthy cuts have already begun. “There were cuts last week and there will be further cuts,” said one, declining to elaborate further. Bank of America is known to have made a handful of layoffs in September. Deutsche Bank, BNP Paribas and Credit Suisse are all expected to take out costs before the year end. Some degree of pain is almost certainly coming.

For the moment though, layoffs are not front of mind. “Thanksgiving day is sacrosanct,” says one senior salesperson. “People rarely work on Thanksgiving day and most people don’t work the half day that markets are open on the Friday.”

The exception to the Thanksgiving holiday rule is the research department. Strategists and equity researchers often release outlook pieces on the Monday following Thanksgiving, meaning Friday’s a busy day. M&A bankers also work the weekend after Thanksgiving in the rush to launch and close deals before Christmas.

It’s not all bad though. One banker says any work that’s done in the Thanksgiving period is just, “going through the motions.” And another headhunter, says even post-Thanksgiving layoffs are something to be thankful for: “I just see them as a clearing out before the next hiring season.”


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Photo credit: Thanksgiving Turkey by Ruocaled is licensed under CC BY 2.0.

The seven most annoying types of bankers in Asia

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Recruiters in Hong Kong and Singapore are now busy meeting the financial professionals they hope to place into jobs when more vacancies open up in early 2018. But because banks increasingly only use recruitment agencies for their more difficult job searches, recruiters are also growing wary of job seekers they think are wasting their time.

Here are the key types of candidates that Asian recruiters dislike the most. Adjust your behaviour if you recognise yourself below.

1. Being unemployed and unrealistic

There are still unemployed financial professionals on the job market, following job cuts at global banks over the past two years, says Angela Kuek, director of search firm Meyer Consulting Group in Singapore. “But being out of work isn’t actually making them any more realistic – instead of having a sensible two-way discussion with recruiters some of them are just coming in with a big list of demands, mostly around pay. They need to take a step back and think more carefully about their next move.”

2. Not revealing where your resume’s been

“It happens here in Asia more than elsewhere – some candidates think that sending their CV for the same job via multiple sources will increase their chances of getting hired. In fact it does the reverse,” says Nick Wells, a director at search firm Webber Chase in Singapore. “Candidates will send their CV through two or three recruiters and directly to the bank and they won’t even tell recruiters that they’ve applied elsewhere. You have to be honest when you’re applying for a job.”

3. Getting fixated on 25%

“I find that many candidates in Asia are almost myopic about getting 25% pay rises when moving jobs – they’ve latched onto this figure thanks to market gossip and it can make for difficult discussions,” says Wells. “But the fact is that you’re probably already well paid and a 10% rise is more in line with the market. Most banks have internal pay bandwidths which might not allow for 25% anyway – and when changing jobs you should be more fixated on whether it’s a better role that will improve your skills.”

4. Playing the field too much

Some candidates – particularly in compliance, the perennially hot sector in Asia – are still applying for several jobs at once and often receiving two or more offers within weeks of each other. “It’s rare to make a simple placement in compliance, especially at VP level where demand is strongest, says Jay Abeyasinghe, associate director of financial services at recruiters Morgan McKinley in Singapore. “It’s common for candidates to receive multiple offer and counter offers. They might make a ‘final’ decision and then pull out very late in the process if a better deal comes in at the last minute.”

5. Delaying decisions

Too many finance professionals in Asia believe they hold most of the power in the job market and that this gives them licence to delay making crucial decisions. “I had a candidate who wanted a massive 80% pay rise and the employer agreed to give them a very generous 40%,” says Farida Charania, Asia Pacific CEO of search firm Nastrac Group. “But then they took a full 15 days just to think about it. They eventually came back wanting to take the offer, but the employer was too annoyed by that stage and withdrew it.”

6. Stalking

“One of the most annoying types of candidates I’ve seen are the ones who think they have to communicate with you all the time to get updates,” says a senior recruiter in Singapore who asked not to be named. “While it’s great to stay in touch and build relationships, once you’ve engaged a recruiter you don’t need to call or email them every week. We’ll contact you when there’s a new development.”

7. Slacking

“Then there are the candidates who just think meeting with you is enough for you to get them a job,” says the recruiter. ‘They don’t prepare anything when you meet them, they don’t share any market information with you, and often they check their phones during the meeting. When you work with a recruiter you have to do some of the work yourself – it’s not a one-way relationship.”



Image credit: baona, Getty

Office exodus: Hong Kong bankers take 90-minute lunch breaks

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Even in an era of ongoing cost cutting, there’s one thing that Hong Kong finance professionals can’t live without: their long lunch breaks.

A sandwich in the office is standard for many in London and New York, but Hongkongers still like to eat out. And while Singapore traders have only just been granted lunch breaks, their counterparts in Hong Kong have been taking them for years. In 2012, traders in the territory protested unsuccessfully about plans to trim their 90-minute breaks, but they are still allowed a full hour.

Traders are not the only ones in the city for whom lunchtime is sacrosanct. “It’s not unheard to take up to 1.5 hours without it being frowned upon,” says Henry Chamberlain, a former head of selection at Standard Chartered, now a Hong Kong-based careers coach. “Banking employees here work later than official office hours anyway, so I’ve never seen or heard of anyone being reprimanded for a long lunch.”

Expat finance professional Brett Anderson (not his real name) says an hour-long lunch is normal in Hong Kong, and not just on Fridays. “Sometimes I take less, but I tend to take closer to two hours twice a week when I go to the gym as well as eat, and it’s totally fine.”

You won’t find many people eating at their desks in Hong Kong – there’s typically an exodus from the office at lunchtime. “Bankers are always stressed, so they take hour-long breaks and they don’t like staying in the office,” says Nigel Chen (a pseudonym), who works for Bank of East Asia.

Hong Kong banking professionals also like eating together. “It’s more social here than I was used to in Europe,” says Anderson.

“Lunch is a very important event in HK, which reflects the value of meals as social events in Chinese culture,” adds Chamberlain. “People don’t enjoy eating alone, and at Standard Chartered staff mostly ate out. The wealth of the average bank employee in HK is another factor – even juniors can afford it.”

Hong Kong’s dining-out culture is being challenged, however, by the growth of in-house canteens as banks build and renovate their offices.

Citi’s local headquarters, which opened last year, is based in East Kowloon. Staff there typically eat lunch at the building’s large in-house cafe overlooking Hong Kong harbour, because they lack the restaurant options that their counterparts at banks in Central enjoy.

Bank of East Asia’s Central headquarters also boasts a staff canteen, but many employees still prefer outside options. “The office is located above a shopping mall with Chinese, Japanese, Korean, American and lots of other choices,” says Chen. “My favourite place is the dim sum one.”

“Variety of food is a big thing at lunchtime in Hong Kong. Not many people go to the same places day after day,” says Chamberlain. “At Stan Chart, I ate everywhere from dai pai dong food stalls to five-star restaurants.”

Perhaps unsurprisingly, Hong Kong banking professionals see few disadvantages in taking long lunches. “Overall, I’ve found that it’s good for team morale to eat together regularly,” says Anderson. “It gives me more time to chat with colleagues, so it’s good for relationship building,” adds Chen.

“It’s an opportunity to socialise, do a bit of team building, and even do some business development,” says Chamberlain. “It’s also good to take a mental and physical break from work. Unless the food is too heavy, people are often more productive after a long Hong Kong lunch. The generally high productivity of people in HK more than compensates for time lost on lunches.”

“The only real downside is that it can eat into my own free time, and to some extent my family time, because I live outside the city and have a longer commute,” adds Anderson.


Image credit: aluxum, Getty

Morning Coffee: The failed quest to become Goldman Sachs 2.0. Secrets of a hedge fund genius

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It’s hard to believe that Matthew Westerman only spent 19 months at HSBC. The former Goldman Sachs banker, parachuted in to thrust a U.S. investment bank culture on to an unsuspecting crew of London-based HSBC bankers used to a more gentile working environment, has unleashed so many changes that his influence is likely to be felt long after his unexpected departure yesterday.

Westerman introduced a system that tracked exactly what his investment bankers did with their time, he skewed the bonus system to towards top performers and at the expense of the rest, changed the way employees were assessed and he implemented deep cuts to the top of the tree – chopping 100 investment bankers at director or managing director level, and then started hiring big hitters of his own. According to FT reports on his exit, he also reduced the number of bankers allowed to speak to the media from 240 globally to 30, regularly scheduled meetings for 6am and ruffled so many feathers with his “abrasive” and “direct” style that his exit was a matter of time.

“He had a different mindset to the rest of the bank and that rubbed people up the wrong way. A lot of people found him difficult to work with,” one former HSBC banker told Financial News.

Westerman might have cut heads, and moved some bankers across to HSBC’s markets division, but he also brought in his own people. As we pointed to yesterday, hires this year included Ray Doody, as global head of leveraged and acquisition finance, who joined from J.P. Morgan in January; Alexis Maskell as global head of financial sponsors, who joined from Deutsche Bank, also in January; and Rob Ritchie, as co-head of global banking in the UK, who joined from Goldman Sachs in July.

Some observers have suggested that Westerman’s exit was down to being overlooked as HSBC’s new CEO – a position that eventually went to retail and wealth management head John Flint – or that he was outgoing chief exec Stuart Gulliver’s man, and was therefore unlikely to last long under the new regime.

But, it could also simply be a case that HSBC’s ambitions didn’t match the reality of what it expected from Westerman. The FT suggests that Westerman was given a free rein to hire and fire, but after ousting some long-time senior bankers used to a more old-fashioned approach to client relationships and hiring in a some big names, he found that HSBC’s pockets were not as deep as he thought. Even after all the comings and goings, headcount in the investment bank is still largely flat on when he joined.

Let’s not forget that Westerman was brought in to shake things up. As Euromoney reports, the idea was to expand away from HSBC’s traditional strength in debt capital markets, land some big advisory deals – especially from private equity clients – and push the bankers who stuck around harder so that it could compete with the big U.S. banks. But it’s one thing saying you want to be like Goldman Sachs, and another getting the buy-in of your employees.

“I guess they’ll now go back to the old ways,” one friend of Westerman told Euromoney. “Any chance they had of being a proper investment bank is gone. It will take a long time for people to take HSBC seriously again.”

“Outside of Hong Kong and apart from foreign exchange, they don’t really have the ambition or the appetite to take on the global investment banks,” Citigroup banking analyst Ronit Ghose told the FT.

Maybe HSBC bankers will be secretly grateful for the return to the norm.

Separately, James Hanbury, the 34-year-old Odey Asset Management portfolio manager who so impressed senior management that they decided to create a new fund just for him, continues to repay the faith placed in him. As most hedge funds continue to struggle, his Absolute Return Fund – which has generated returns of 204.9%% since 2009 – is still performing. As a company, Odey isn’t having the best time (its assets under management have halved over the past two years to $5.5bn), but the $772m run by Hanbury is up 11.2% this year, according to Financial News.

Hanbury has said previously that his secret is relatively simple. He targets stocks where the ‘perceived risk is less than the actual risk’, and that he preferred to go long on companies owned by large families.

Meanwhile: 

Deutsche Bank’s asset management arm has nearly secured a new office for 1,400 employees in Frankfurt (Bloomberg)

Squeaky bum time – you have one week left to prepare for MiFID II (Financial News)

Sanctuary for research analysts – China (Bloomberg)

TCI wants regulators to investigate Xavier Rolet’s exit from the LSE (Financial Times)

The increase Brexit workload has prompted the European Central Bank to hire 170 more staff (Bloomberg)

“We’re confident that men and women are paid equally for doing the same job at the Bank; however, the greater proportion of men than women in senior roles creates a gender pay gap.” (Financial News)

“Self-love, loving-kindness, and awareness of mortality” = the solution to dinner with your in-laws. (Wired)

A Holidays survival guide (Quartzy)

Have a tip, story or comment? Contact: pclarke@efinancialcareers.com

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Meet the private equity fund that likes to hire ‘seasoned’ bankers

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If you want to leave banking for private equity, you usually need to go young. Our research suggests that most people make the move within 24 to 36 months of starting in banking. Some move even earlier – take Nik Okri, the former Goldman leveraged finance analyst who joined Summit Partners after only a year at GS. Others, however, only move to PE when their finance careers are ‘mature.’

If you’re an investment banker looking to make a late move into private equity, you might want to look up HarbourVest Partners, a Boston-based private equity fund with global offices, including in London, Toronto, Hong Kong. In October, HarbourVest hired in Simon Jennings, the former global head of private equity at HSBC. With 30 years’ experience in finance, Jennings is the diametric opposite of the young banker leaping to PE, and he’s not HarbourVest’s only more established hire.

This month, HarbourVest also recruited Gonçalo Faria Ferreira from Goldman Sachs. A former Goldman executive director,  Faria Ferreira spent five years in banking before joining HarbourVest as an associate in its London office.

Earlier this year, HarbourVest hired Jan De Wolff, a former TMT M&A banker from Houlihan Lokey. De Wolff spent two years’ at Houlihan, a year at Ondra Partners, a year at Greenhill and three years in strategy consulting at Booz & Co. Last year, it hired in Gokhan Kara, another banker who’d spent six and a half years at GS.

HarbourVest isn’t new to London – it was first incorporated in the UK in 1990. Nor is it exactly expanding: the UK’s Financial Conduct Authority Register suggests it has 26 registered people in London, down from a peak of 28 in March 2017. But it is hiring and when it hires, it’s clearly partial to bankers with some experience.

It’s not alone. In October, mid-market PE firm Inflexion hired in Simon Tilley, a former managing director at DC Partners. Tilley joined as a partner, which is almost unheard of. It undoubtedly helped that he was head of financial sponsors at DC and undoubtedly new the fund already.

Charlie Hunt, principal consultant at search firm Private Equity Recruitment, says this is the often the easiest way to move into private equity when you’ve been in banking for a while. “Senior bankers often know people in the funds they’re moving to,” says Hunt. “Private equity funds are very conservative – they either like to hire a junior and train them up, or to hire someone senior who they know already.”


Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com
Bear with us if you leave a comment at the bottom of this article: all our comments are moderated by actual human beings. Sometimes these humans might be asleep, or away from their desks, so it may take a while for your comment to appear. Eventually it will – unless it’s offensive or libelous (in which case it won’t.)

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Photo credit: Salt and Pepper Shakers by Joe King is licensed under CC BY 2.0.

These are the private equity funds hiring junior investment bankers now

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Investment banks are just wrapping up their 2018 graduate recruitment programmes, but private equity firms rarely follow a strict schedule when it comes to hiring juniors. Buy-side firms without grad schemes target junior bankers months into their sell-side career, and bring them on board whenever they have a need to extra resources.

As a result, junior bankers have been landing at PE firms in the past few months, at a time when most firms are locking down on new hires and budgeting for the year ahead. These are the private equity firms in London hiring in juniors now.

SoftBank’s Vision Fund

Softbank’s Vision Fund is a tech-focused venture capital vehicle focused on technology investments, which, at $93bn, dwarfs any of its peers. Deutsche Bank’s former head of credit trading, Rajeev Misra, is at the helm and has recruited some former investment banking heavy hitters into its investment team. More recently, it’s been recruiting juniors from investment banks. As we reported last week, Paul Davison, an associate at Rothschild, joined in October. This follows Louis Cho, who came from J.P. Morgan in the summer.

Cerberus Capital Management

Again, Cerberus has been making some hires at the top of the tree – most notably, J.P. Morgan’s AI guru Afsheen Afshar, who joined earlier this month as a senior managing director and chief artificial intelligence officer.

But it’s also been poaching from banks for its junior ranks. In a rare hire for its London office, Robert Hansen, who spent two years within Goldman Sachs’ financial institutions group M&A team, joined in October. He has an MSc in Finance from Imperial College London.

Summit Partners

Summit is a PE firm established in 1984, which focuses on technology, healthcare and “growth products”. It also, this year at least, has a predilection for hiring juniors from Goldman Sachs. Nik Ohri, who worked in Goldman’s leveraged finance team for only a year before jumping to Summit earlier this month, is the latest recruit. It also brought in Matt Heims, a former Goldman consumer banking analyst, in May.

Westbrook Partners

The real estate focused private equity firm, Westbrook Partners, doesn’t hire many people in London, but it’s just tapped J.P. Morgan for its latest recruit. Vibhav Sajjan, the former president of Imperial College’s investment society who spent just over a year within J.P. Morgan’s real estate finance division, joined as an analyst earlier this month.

Metric Capital Partners

Metric Capital Partners targets investments in small to medium sized companies in Europe. This year it has been targeting both boutique investment banks and bigger players. Tijana Copic, a former investment banking associate at Greenhill & Co who spent over four years at the bank in London, joined as an investment associate earlier this month. She follows Miro Angelov, a former industrials and TMT analyst at Goldman Sachs, who joined Metric’s special situations fund as an associate in May.

It also hired Erwin Molenaar, a former managing director at Barclays investment bank and senior advisor at Richmond Park Partners, who joined its investment team in July.

Rede Partners

Rede Partners is not a private equity fund, but instead advises buy-side firms on fundraisings. Nonetheless, it’s been poaching from investment banks. Ed Saunders, a debt capital markets analyst at Barclays for the past two years, joined as an analyst earlier this month.

CapVest Partners

This mid-market private equity firm has also been hiring from boutiques. It brought in Vishal Luhana, an analyst at Houlihan Lokey, into its investment team focused on consumer, healthcare and business services.

Have a tip, story or comment? Contact: pclarke@efinancialcareers.com

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Is Matthew Westerman joining Deutsche Bank?

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24 hours after the exit of Matthew Westerman from HSBC and the rumours have begun. With Westerman said to have made a “personal decision” to leave at HSBC after less than two years at the end of this month, speculation is growing that he has something else lined up. Fingers are pointing at Deutsche Bank.

“People are saying that Westerman has a “big job” lined up at DB,” says one senior figure on Wall Street, speaking off the record. “It makes sense – they need new blood at the very senior end.”

Deutsche Bank declined to comment on the rumours, and Westerman didn’t respond to an email. The claims were dismissed by other people in the market.

Nonetheless, one headhunter who has strong connections with Deutsche Bank said the move would have a certain coherence. Deutsche Bank’s M&A and capital markets business is struggling, with revenues across origination and advisory declining by 2% in the first nine months of this year versus last year, compared to an increase of nearly 15% at Barclays. However, Deutsche hired Alistair Warren from Goldman Sachs to improve its EMEA investment banking division two years ago, and Westerman’s arrival would likely ruffle some feathers.

And yet, if Westerman were to arrive at Deutsche he should at least be more at home there than at HSBC, where his hard-driving approach and 6am meetings caused problems. Westerman spent nearly 16 years at Goldman Sachs and is said to be infused with the Goldman ethos of getting things done. Deutsche already has plenty of ex-Goldman people in very senior roles: alongside Warren, chairman Paul M. Achleitner is a Goldman alumnus, as is CFO Marcus Schenck. “Schenck is assembling a war chest of ex-Goldman people at DB,” says another senior banker. In the circumstances, early morning meetings at DB are likely to be less out of the ordinary.

For the moment, though, Westerman is still employed by HSBC. However, the knives are already coming out for him at his soon to be former employer. One senior HSBC banker said Westerman’s exit was precipitated by a poor relationship with Samir Assaf, chief executive of HSBC global banking and markets. Another denied that Westerman had much to do with bringing in big deals like the refinancing of Wind Tre, which have helped boost HSBC’s position in this year’s league tables.

Westerman will undoubtedly be missed at HSBC though. “He was tough to work with,” says one HSBC director, “But it was tough love. He was really enhancing the quality of our coverage and this has come as a big shock to a lot of people.”


Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com
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Photo credit: Deutsche Bank | London Wall by Justin Pickard is licensed under CC BY 2.0.


Point72’s ex-McKinsey strategy chief departs for construction rental firm

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Michael Zea, the executive hired by Point72 Asset Management to lead a team of strategists searching for new areas to invest owner Steve Cohen’s billions, has left the firm after two years for a role at a construction equipment rental company.

Zea has joined United Rentals, the sprawling U.S. equipment rental firm with over 1,000 locations across the country, as vice president of strategy. He was hired in April 2015 by Point72’s president Doug Haynes to “lead Point72’s exploration of new investment areas” for deploying “excess capital”, according to a statement at the time. He was also responsible for developing strategies for more efficient internal processes.

Zea is a long-time management consultant, having spent nearly 14 years at Oliver Wyman, where he was made partner in 1996, before switching directly into a partner position at McKinsey in New York in 2005. He left in December 2012 to become president and CEO for the U.S. at marketing firm Amia, where he stayed until joining Point72.

Haynes is himself a former director at McKinsey, a role he took in 1992 after working as a programmer for the Central Intelligence Agency. He joined Point72 in 2013, initially as head of human capital, after taking a call from Cohen shortly after he closed down his hedge fund SAC Capital Advisers following an insider trading investigation.

“He says ‘I need you to put together a McKinsey team,’ and I said ‘Tell me about it,’” Haynes told OneWire. “He says ‘We’ve exited all of our outside capital, and we’ve had a bunch of change, and downsized the firm. We’ve made all these big changes, and we really need to reset the firm. I want a new strategy.'”

Zea led a team of strategists at Point72 including ex-McKinsey consultant John Mongan, who is associate director of strategy and Philip Farese, who joined from Emphase Energy in June, where he was chief strategy officer.

Despite its ambitions to manage external capital again, Point72 Asset Management remains the ‘family office’ overseeing the estimated $11bn fortune of Steve Cohen. Point72 is reportedly eyeing a massive $20bn hedge fund launch next year – the biggest ever launch, and more capital than SAC Capital at its peak.

Point72 did not immediately respond to requests for comment.

Have a tip, story or comment? Contact: pclarke@efinancialcareers.com

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Working in banking is destroying my chances of finding a woman

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It’s the weekend. If you work in America or are an American anywhere else in the world, it’s more than just any weekend – it’s the weekend after Thanksgiving. Woot…! Party..! Unless you’re a salesperson in an investment bank. Because, if you’re a salesperson you’ll be all partied out. Not just this weekend; every weekend.

Investment banks are filled with salespeople stretched so thin their skin is almost translucent. Salespeople, so exhausted they look grey on a good day. Salespeople, whose suits are so tired from long nights drinking expensive wine that they’re permeated with the aroma of aftershave and ethanol. I know, because I am one. I am a VP in sales at a U.S. bank in London.

When it gets to the weekend I’m sick of socializing. Downtime, holidays, I want to stay in. My job is going out: I work more than 10 hours a day in an office and then on one, maybe two nights week, I’m out with clients. I’m the life of the party, eating, drinking, leading a merry dance of witty banter. You might think this is an indulgence – all that fun on the company dollar. I used to think it was so, but it wears thin. Comes a time in life, around 32, when the most important thing is eight hours sleep. Trust me.

Of course, there are ways you can make the mandatory entertaining more manageable. I try to meet clients early. I try to go places with good food and then to explain to the clients I know well enough that the food has eaten up my entertainment budget and we can’t go on for drinks. This doesn’t always go down well – British clients, especially, expect an all-nighter. Sometimes I wished I worked for ING, where client entertainment seems to involve a trip to the gym (although you can bet the feasting still happens too). At least that way I wouldn’t gain so much weight.

It might be ok if I while I’m out expending all this social energy I got to meet women. I don’t. I’m a single man, but I have more chance of developing a relationship with a female in a soccer locker room than I do during a night of client entertainment. You can spot bankers entertaining clients from miles off: they’ll be out in Mayfair and on one side of the table there’ll be men in surprisingly bad suits; on the other, more men (maybe a token woman) in “smart casual” – jeans, shirts and a blazer. These are the clients They’re all hedge fund and portfolio managers and they’re several notches higher than me on the dating stakes.

So, while you might think that working banking is good for your social life and will raise your dating capital, it really won’t. My experience is that you’re too exhausted to date, and that the potential dates you encounter when you’re not exhausted and out for work purposes just aren’t interested. There’s no kudos in banking now. It’s a conversation killer. Sometimes I say I work in film instead; the difference is extraordinary.

Jason Jones is the pseudonym of a salesperson in a U.S. investment bank.


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Citi vs Stan Chart vs HSBC: where are their Singapore jobs?

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HSBC, Standard Chartered, Citi: they are three of the Western banks most entrenched in the Asian region. The first two generate most of their profits from Asia, while Citi employs more people in Singapore than any other foreign bank.

But which of them has the most Singapore-based vacancies per job functions?

To find out, we searched through the banks’ Singapore careers websites and allocated their advertised roles into the 14 broad job sectors (excluding retail/branch banking) in the table below. For each sector, we then worked out the percentage of vacancies for each bank to produce the table below. In operations, for example, 18% of jobs among the three firms are at Stan Chart.

Overall, the results show that HSBC – which has a much larger presence in Hong Kong than in Singapore – is lagging its two rivals by a considerable margin.

Citi dominates hiring in most job functions right now. It is currently the only one of the three with front-office capital markets and global markets vacancies in Singapore, although roles at the other two firms may open up post-bonuses in Q1.

The US institution, which is the second largest wealth manager in Asia by assets, is also the main recruiter in Singapore private banking and wealth management.

Like their local rivals DBS, OCBC and UOB, both Citi and Stan Chart have large Singapore-based hiring requirements in technology and digital banking in 2017. HSBC, by contrast, bases more of its tech staff in Hong Kong.

Of the ‘big three’, Stan Chart is the bank with the most roles in corporate banking (54%) and risk (67%).

While compliance recruitment in Singapore is general down on last year, there are still ample roles at Citi and Stan Chart. Compliance headcounts may not be expanding, but banks still need to replace staff who leave in a sector which typically suffers from high turnover.


Image credit: NattapoomV, Getty

Morning Coffee: Fancy dress warning from hedge fund party. Ex-banker dies tragically aged 53

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As Christmas party season approaches, it’s worth refreshing your memory of the worst investment banking Christmas parties past and ensuring the scenes therein are not repeated. In some cases, it may also be worth casting your mind back to the fancy dress office Halloween party.

Hedge fund Highland seemingly had one of the latter. And in a bizarre article on the firing of a star fund manager, the Wall Street Journal suggests Highland’s office Halloween party caused some confusion.

Star Highland portfolio manager Josh Terry was wrongly accused by his employer of sexual impropriety. An arbitration panel investigating Terry’s dismissal found the accusation was completely misguided and, “based solely on someone’s fantasy related to costumes they wore to an office Halloween party”.

If the costumes worn to Highland’s Halloween party engendered a “fantasy,” the entire case surrounding Terry’s dismissal from Highland is worthy of a bad dream. Terry claims to have been fired by Highland after opposing a plan to transfer funds between Highland investment vehicles and delay paying investors. He says Highland owes him $5.7m in compensation. In turn, Highland claimed it dismissed Terry after he acted against the interest of investors and had sexual relationships with subordinates.

The compensation case is ongoing, but an arbitration ruling found that Highland’s accusations against Terry were wrong. Firstly, the arbitrators said that he didn’t cause damage or loss to the fund Highland said he mismanaged. Secondly, they said that the allegations of sexual relationships were insignificant, unproven, or borne of fantasies relating to those Halloween costumes. The arbitrators have awarded Terry $7.9m in compensation, but Highland continues to contest the compensation claim in the courts. In a statement, Highland told the WSJ: “In this ongoing compensation dispute, Highland’s remaining claims regarding Josh Terry’s misconduct, including over a year of malicious taping of co-workers and counter-parties, will dwarf the arbitration award.”

Whatever the eventual outcome, it’s far simpler to attend office parties in black tie.

Separately, a 53 year-old ex-banker died 10 years after retiring from a career in M&A.

Manjit Wolstenholme passed away suddenly last week. A former co-head of investment banking at Dresdner Kleinwort Wassertein and former partner at boutique M&A firm Gleacher Shacklock, Wolstenholme left banking in 2007 according to the FCA Register.  She had been pursuing a portfolio career as a non-executive, including a role as executive chairwoman at struggling lender Provident Financial. In August, Wolstenholme said having five such jobs was, “not a problem.” She leaves a husband and two children.

Meanwhile:

It just got easier to sack traders in France. (Reuters) 

UBS is hiring artificial intelligence experts. It wants data scientists, architects and business analysts. (Bloomberg) 

Jamie Dimon may have rejected Bitcoin, but J.P. Morgan is all for Blockchain and an anonymous cryptocurrency called Z-cash. (TechnologyReview) 

Hedge fund manager Davide Serra: “My most recent hire is an Iranian. If tomorrow we are told we have to hire British first, I will move my business in one second.” (Financial Times) 

Family offices are hiring bankers. (Campdenpb) 

A modicum of psychopathology is a prerequisite for exceptional performance. (LSE) 

Are smart phones causing the productivity crisis? (BankUnderground) 

Which you should spend your money on cleaners. (Behavioral scientist) 

What your LinkedIn photo says. (New Yorker)  


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Citi’s ex-head of equity derivatives joins AI fund manager cloning its founder’s brain

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Citigroup’s former head of equity derivatives in London has joined a Dubai-based asset manager that uses algorithms to copy the brain of its founder and chief investment officer, Muhammed Yesilhark – who was head of equities at fund manager Carmignac and a long-time portfolio manager at Steve Cohen’s old hedge fund, SAC Capital Advisors.

Imraan Moola, an emerging markets focused trader who co-ran Citigroup’s equity derivatives business in EMEA until June 2015, has just emerged at Q2Q Capital, a tech-focused asset management firm based in Dubai’s International Financial Centre. He is a partner and portfolio manager at the firm.

Q2Q Capital launched earlier this year and, according to an interview with Yesilhark on Bloomberg, uses 40 computer models to essentially clone his investment ideas. These algorithms generate fast investment ideas by analysing third-party data, company releases and real-time trading patterns. It also uses artificial intelligence to learn from past mistakes.

Moola joined Citigroup in 2010 as head of equity derivatives for central and Eastern Europe, the Middle East and Africa (CEEMEA), but was promoted to co-head of the division for EMEA alongside Rory Hill in April 2013. Hill left as part of a shake-up of Citi’s equities division in July 2014, and Moola departed shortly afterwards – in March 2015.

Moola has worked for large investment banks for most of his career. Before joining Citigroup, he was a director at Credit Suisse, and has also worked for Lehman Brothers, Deutsche Bank and Standard Bank.

However, since the beginning of 2016, he’s been running his own consultancy – Crescent Quantsultants, suggesting he’s been more interested in new quantitative techniques rather than a trading role at a large investment bank.

Q2Q Capital has hired some other senior people for its investment team in the past month. Rafael Rottgen, a former prop trader at Deutsche Bank, is a partner and head of research and data science, Zia Afzal, who has worked as an independent trader for over 13 years, is its chief technology officer and COO, while Cem Goekmen, a former Lazard associate, joined as a vice president.

Have a tip, story or comment? Contact: pclarke@efinancialcareers.com

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How safe is your banking job? This is where big banks need to cut costs

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Are you going to lose your job before bonuses are paid? This clearly depends how well you performed. It also depends upon the degree to which the bank you work for is overweight in your division.

Whilst we can’t speak for the former, we can give you an idea of the latter. Tricumen, the banking intelligence firm, has just released a new set of charts based upon its own research into productivity per head. They reveal where each bank needs to trim some fat. They also suggest that some divisions in some banks are a lot less efficient than others.

1. You DON’T want to work for the investment banking divisions (IBD) of UBS and Deutsche Bank. You DO want to work in IBD for Goldman Sachs

Tricumen’s research suggests that UBS and Deutsche Bank have too many people working in their investment banking divisions (equity capital markets, debt capital markets, M&A and securitization). At both banks, revenues earned per head are well below the market average. By comparison, Tricumen suggests investment bankers at Goldman Sachs excel at revenue generation. If you’re looking for job security, Goldman looks like the better bet.

Operating revenue/front office headcount in IBD, 2017

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Tricument IBD headcount

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2. You don’t want to work in fixed income, currencies and commodities for a Swiss bank. You do want to work for RBS or Citi

In fixed income currencies and commodities (FICC), Tricumen suggests Swiss banks are the great under-performers. Fixed income traders at both UBS and Credit Suisse generate extremely low revenues per head (despite UBS chopping huge swathes of fixed income traders from 2012). By comparison, Morgan Stanley’s fixed income traders are averagely productive (despite Morgan Stanley chopping 25% of fixed income traders in 2015), as are Goldman Sachs’.

The safest fixed income jobs are not where you’d expect. Tricumen’s research suggests the most productive fixed income traders are to be found at RBS. RBS has also made heavy job cuts in the past five years, but has a reputation for employing excellent macro traders, whose revenue-generation appears exceptional. Similarly, Citi’s more credit-focused fixed income traders more than earn their keep.

Operating revenue/front office headcount in FICC, 2017

Tricumen FICC 2017

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3. You want to work in equities sales and trading for Morgan Stanley, for J.P. Morgan or for Goldman Sachs. Avoid Citi, Credit Suisse and Deutsche Bank 

If Citi’s fixed income traders are exceptionally productive, the same cannot be said for Citi’s equities traders. During the bank’s third quarter call, Citi CFO John Gerspach told investors he was happy with the 30% combined year-on-year uplift in equities sales and trading and equities capital markets revenues.  However, the chart below suggests that after several years of hiring Citi’s equities professionals still need to generate a lot more in revenues to justify their existence. Along with rivals at Deutsche Bank and Credit Suisse, they’re exceptionally unproductive.

By comparison, equities traders at Morgan Stanley, J.P. Morgan and Goldman generate revenues per head that are far above the peer group average. If you’re looking for a secure job in equities, these look like the best places to be.

Operating revenue/front office headcount in equities, 2017

Tricumen equities

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Deutsche’s head of U.S. inflation has just re-emerged at Bloomberg

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The former head of U.S. inflation trading at Deutsche Bank, who left following a reported $60m loss at the division, has just re-emerged in a new role at Bloomberg.

Jacob Bourne joined Deutsche Bank as head of U.S. inflation in October 2016 from Scotiabank, where he held the same role. However, he left in July this year just a few months into the role, after Deutsche Bank’s traders reportedly made a bad bet on U.S. inflation that lost as much as $60m. Alex Li, Deutsche Bank’s head of U.S, treasury and rates strategist, also left the bank in June to become head of U.S. rates strategy at Credit Agricole in New York.

The loss hit Deutsche’s rates trading business, in which inflation trading sits, during the second quarter, which was was already struggling thanks to a “difficult quarter for market-making”, the bank said at the time. Deutsche’s $60m loss was reportedly down to a trade that used a derivative product tied to U.S. inflation.

Considering it was Bloomberg that broke both the news of the $60m loss and Bourne’s departure, he’s taken a curious new career direction. He is a strategist within Bloomberg’s news division, according to his LinkedIn profile, a job he took earlier this month.

Bourne is an experienced fixed income portfolio manager, and his career spans both the buy-side and sell-side. He joined Scotiabank in July 2015, and spent over a year there before moving across to Deutsche Bank. Before Scotiabank, he was a portfolio manager at hedge fund Graham Capital Management, and also spent nearly four years as head of U.S. fixed income at Capstone Investment Advisors, the $5.2bn hedge fund.

There’s been a lot of churn at within Deutsche Bank’s inflation trading team over the past few months. Stephane Salas, the head of inflation trading at Deutsche Bank in London, left October for a similar role at BNP Paribas.

Have a tip, story or comment? Contact: pclarke@efinancialcareers.com

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Citi just gave a London IBD associate a special privilege

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Investment banks are all about keeping their restless 27-year-olds happy. First they modified junior bankers’ working hours.  Then they promoted them to associate after two years instead of three. Then they offered them the opportunity to take time out volunteering in Kenya (or at least, Citi did). Now, Citi appears to be offering at least one junior in London the chance to be a visiting academic at his alma mater whilst working for its investment banking division as an associate.

The junior in question is a member of Citi’s combined consumer, retail and healthcare team in London. He graduated from the Masters in Management Programme at ESCP-EAP Europe in 2013. Now he’s back at ESCP one day a week, lecturing students studying the school’s specialist masters in biopharmaceutical management on the intricacies of healthcare corporate finance.

Is this a new thing at Citi? The bank didn’t respond to our query. The associate in question declined to comment and requested that his name remain anonymous.

It’s not unheard of for bankers to move into academia. Ferdinand Petra, a former J.P. Morgan associate and Barclays vice president, is now an affiliate professor of finance at HEC Paris. Alex Edmans, a professor of finance at the London Business School, began his career at Morgan Stanley. Peter Hahn, a professor of banking at the London Institute of banking and finance and former lecturer at Cass, was once a managing director in corporate finance at Citi. Banking to academia is a known path.

It is unusual, though, for junior bankers to work in academia whilst also working in banking. And it’s not likely to be easy juggling weekly lectures with working on live deals.

Could this be the start of a trend? Maybe, but it’s only likely to appeal to associates who relish working long hours in banking and  spending long hours of their own time preparing lecture materials. After Edmans left banking, he made a Youtube video saying that he wasn’t committed enough to work in finance: he liked reading the Financial Times, but he wanted to switch off at weekends. Junior bankers who combine finance and academia will get very little time to switch off at all.


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“I joined Goldman Sachs as a VP. This is what they really look for”

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Goldman Sachs is hiring “outsiders.” Both COO Harvey Schwartz and CFO Marty Chavez keep reiterating how the firm has doubled lateral hiring so far this year.  As we noted in October, a lot of these new lateral hires are arriving at vice president or executive level.  This does not mean, however, that getting a job at Goldman Sachs should be considered easy. 

We spoke to one very recent Goldman joiner who arrived as a VP from a European investment bank. He says Goldman Sachs isn’t like other banks: Goldman Sachs is lean. 

“When you join Goldman Sachs, they want to make sure you can do more than one job,” he explains. “It’s such a lean organization that you’re expected to do more here.”

He cites equities sales trading as an example. While many European banks still employ distinct electronic, high touch and portfolio traders, he says Goldman wants people who can work across all three areas: “At GS you need to be able to understand all the execution channels, not just one.”

All banks are moving in this direction, but Goldman Sachs is seemingly ahead of the pack.

The high productivity of Goldman staff was flagged by research firm Tricumen in its analysis of revenues per head at different banks during the first nine months of this year. Tricumen found that employees in Goldman’s equities sales and trading and investment banking divisions generate significantly more revenues than peers. Only in fixed income currencies and commodities, where Goldman’s had a difficult year, is revenue per head on a par with the rivals.

Because of this emphasis on productivity, the VP we spoke to says Goldman looks both for people who can multi-task and who are prepared to work “very hard”.

“My experience suggests Goldman has absolutely not become any easier to get into,” he says. “They’re incredibly selective. It’s a completely different environment here to any other bank I’ve worked for. The interview process is very, very thorough.”


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Bear with us if you leave a comment at the bottom of this article: all our comments are moderated by actual human beings. Sometimes these humans might be asleep, or away from their desks, so it may take a while for your comment to appear. Eventually it will – unless it’s offensive or libelous (in which case it won’t.)

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Photo credit: The Seven Gummy Sins: Pride by Ryan Wiedmaier is licensed under CC BY 2.0.

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Finance recruiters in Asia are getting pushier: here’s how to cope

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You meet a recruiter about a new Asian banking job but you instead spend much of the appointment being grilled about your colleagues and your bank.

That scenario is becoming increasingly common. The job market in Singapore and Hong Kong isn’t as buoyant as it was two or three years ago, so recruiters want to eke out any advantage they can ahead of the busy post-bonus hiring season.

He’s how to react when recruiters try to probe into your employer.

Demonstrate commercial awareness

“Answering general questions about your current employer gives recruiters a feel for how ‘commercial’ you are and how well you’ll do during an interview with a bank,” says Kyle Blockley, managing partner at KS International in Singapore. “Too many candidates in Singapore only focus on their day-to-day job and don’t pay attention to the big picture.”

Explain your reason for leaving

“We also need to understand what’s happening in your bank because it helps explain why you want to leave. We need to know if your function is reducing headcount, being offshored and so on because this gives us better information when we market you to potential employers,” says Blockley.

Don’t give the whole game away

“Be as honest as possible without sharing any sensitive or confidential information,” advises Adrian Choo, a director at Lee Hecht Harrison in Singapore. If asked about your team’s portfolio size, for example, you could say “between $100m and $150m”, or “last year’s growth rate was above market expectations”.

Put yourself in the picture

If you’re discussing your team in a positive light in response to a question, make sure to then explain your role in its success. “The job market in competitive in Asia and these achievements are what makes you stand out from your peers,” says Richard Fennelly, a director a recruiters Hartwell Buck in Hong Kong. “The more we know, the better chance we have at securing you an interview.”

Prepare yourself for the real event

Most of the information that recruiters want is the same as what their clients want – in fact the bank may have tasked them to elicit these facts. “Consider meeting a recruiter a practice run for a real interview with a hiring manager,” says Ben Batten, country general manager of recruitment firm Volt in Singapore. “If there’s company information you’re reluctant to share – perhaps you’re worried about how it will be perceived – discuss it with your recruiter first and get feedback so you can nail the question in an employer interview.”

Help them map the market…

Recruiters aren’t only interested in your candidacy – any insights you provide into your current employer might help them spot future opportunities to recruit for (or from) your firm. “Market information from candidates is very valuable as it lets us know if banks are upsizing or downsizing, making internal promotions etc,” says Blockley. “If you help us with this, we’ll help you a little more with your job search than we would otherwise,” adds Farida Charania, Asia Pacific CEO of search firm Nastrac Group.

…but beware

“Be cautious of consultants who appear over eager and more focused on market mapping than you as a candidate,” says Batten. Choo adds: “It should be a quid pro quo – for every bit of information you’re asked about your bank, you should ask the recruiter at least two or three questions about the new role. If they’re unwilling to divulge information, why should you?”


Image credit: leolintang, Getty

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“Junior bankers in Hong Kong are way too obsessed with joining the buy-side”

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As you will know if you read my previous article on this site, I’m a third-year analyst at Goldman Sachs in Hong Kong. My fellow analysts and I often chat about our career plans, so I’m now familiar with where bankers my age want to work in the future.

But when I started as a full-time banker in 2015 I was shocked by how fixated people were on moving to the buy-side in the near future. After all, we had only just joined the banking sector and we had got jobs at Goldman Sachs.

While jumping to a hedge fund or private equity firm is a common aspiration, most of my cohort are obsessed with it. I think this is silly. It’s unwise to focus so much on moving down the track, because the market is changing so rapidly that they don’t really know where they will stand in, say, 2019. They should instead enjoy what they are doing here and now.

When analysts think too much about a fantastical buy-side future, it makes the IBD work in front of them seem more mundane. Ironically, this could affect their performance and make them less likely to be snapped up by a hedge fund.

Moreover, in Asia, there are even fewer buy-side job openings than in the West, and the deal-flow is a lot less. Buy-side moves here are even more of a pipedream than they are in the US or Europe.

Analysts should be much more focused on creating new opportunities for themselves within Goldman Sachs, a large bank where they’re a known quantity and their performance is clear for all to see. In private equity, you’re competing against hundreds of other people for a small amount of roles at organisations who don’t know who you are.

Investment banking, at Goldman and other budge bracket firms, is still the best way for graduates in Hong Kong to start and then grow their careers – so make the most of it! The hours will get better as you get promoted.

As for me, I don’t have a long-term career plan, and I certainly don’t want to make MD at Goldman. I’m just looking to enjoy being here for a few years, and then see what the market is like if and when I actually have a good reason for moving.

Quentin Tam (a pseudonym) is in his third year as an analyst at Goldman Sachs in Hong Kong.


Image credit:  Digital Vision, Getty

Morning Coffee: The most intense banking town hall meeting for years. You should be working in Toronto

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Banks love a town hall meeting. During times of trouble or change, or simply at times that correspond to fiscal results, employees convene to hear executives speak about the future.

There have been dramatic town halls past, like the one on September 15th 2008, when John Thain amassed employees at Merrill Lynch to discuss the sale to Bank of America. More recently, things have been quieter: Pablo Salame spread the word about his, “Just add butter,”  aphorism in a Goldman Sachs town hall last April, but this was as exciting as things went. Until HSBC’s town hall yesterday to discuss Matthew Westerman’s departure.

Financial News reports that the town hall was due to take place yesterday for everyone in HSBC’s global banking division. In the circumstances, it’s likely to have been rather intense. The more the dust settles, the clearer HSBC’s post-Westerman predicament becomes.

Global Capital says HSBC is seeking stability post-Westerman’s exit, so the town hall will have been as much about reassuring the troops that Westerman’s replacement, Robin Philips, will be a safe pair of hands as anything else. However, the issue goes deeper than this. As Financial News points out, the real question is whether HSBC can build a capital markets and M&A franchise on the back of its lending business. If the bank was in no real position to do so previously, it’s in even less of a position to do so now.

Under Westerman, who stands accused of being a visionary but “very aggressive individual” with a high churn of personal assistants, HSBC managed to lose star bankers like James Simpson, who was hired from UBS in 2014 and landed the ChemChina Sygenta bid – the largest deal HSBC had worked for a decade. Simpson, who was last seen setting up his own private equity firm seems unlikely to return in a hurry. This leaves the slew of bankers hired in by Westerman himself to pioneer HSBC’s banking growth, but they’ve now lost their great leader. Yesterday’s town hall was an opportunity to keep them on side. Whether it worked will soon become apparent.

Separately, you should be working in Canada. A new report from the Conference Board of Canada, reported upon by Bloomberg extols the great growth in banking jobs in Toronto. Pointing out that Toronto is second only to New York for financial services employment in North America, the report says Toronto experienced a 25% increase in financial services employment between 2006 and 2016, or the addition of 54,580 jobs. New York, over the same period, saw finance jobs decline by 3.5%.

Meanwhile:

RBS is opening an artificial intelligence lab in Montreal. (GlobeandMail) 

Lloyd Blankfein just cashed in $5m of stock options issued in 2007. David Solomon and Richard Gnodde cashed in $2m each. (WSJ) 

Dick Bove on Goldman Sachs: “The fact is there needs to be a sweeping change at the top of this company, including a change in the CEO because it doesn’t make money, it doesn’t make money on an incremental basis.” (CNBC)

UBS followed Morgan Stanley in quitting the recruitment pact forbidding it from poaching other banks’ brokers in the U.S. (Reuters) 

Mr. MiFiD: “I would not be surprised if MiFID II becomes a model used outside the EU.” (Bloomberg) 

Why I quit banking to fight against ISIS. (BBC)

Shock as Silicon Valley child studies MBA. (PoetsandQuants) 

Coding is for philogists. (Quartz) 

New billionaire is Canadian nerd wearing tweed cap. (Bloomberg)


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