Quantcast
Viewing all 8687 articles
Browse latest View live

UBS reignites Singapore and Hong Kong hiring, takes on 87 bankers

Asia’s largest private bank, UBS, has returned to expansion mode and has been hiring more relationship managers than its rivals over the past year. Its headcount of Asian ‘client advisors’ (the name it uses for RMs) now stands at 1,095, according to the firm’s second quarter financial results.

That’s 87 more people than in Q2 last year – a significant rise in terms of recent UBS history. While its banker workforce reached similar heights (1,092) by end-2015, UBS then trimmed underperformers and its numbers fell to 1,016 a year later.

The new figures show that UBS has now abandoned redundancies in favour of recruitment. Many of the new RMs were hired into UBS’s two Hong Kong offices, in the International Finance Centre and across the harbour in Kowloon, says a source with knowledge of the bank. UBS appears to be on track with its plans, announced in May last year, to hire 100 Hong Kong-based private bankers in the two years to mid-2019.

The Swiss firm has renewed its focus on mid-tier millionaires (high-net-worth people with investable assets of $2m and above) in Hong Kong. It is recruiting RMs to service this segment even as competitors like Standard Chartered raise their thresholds for private banking clients.

UBS’s year-long hiring spree also marks it out as the most aggressive recruiter in the Asian private banking sector. Taking on 50 bankers within 12 months – as both Morgan Stanley and Deutsche did in 2017 – is considered well above market average. Adding 87 is exceptional.

But has UBS’s hiring paid off in terms of banker productivity? It appears so. Assets under management per banker at UBS in Asia (regional AUM divided by banker headcount) have increased 12% year on year, from $316.5bn to $353.4bn.

Have a confidential story, tip, or comment you’d like to share? Contact: smortlock@efinancialcareers.com

Image credit: sivarock, Getty


Morning Coffee: Who’s the best boss in banking? Meet the banker with six fleece vests

Tidjane Thiam of Credit Suisse is “Banker of the Year” according to Euromoney, but ask his employees and you might get a different response. That’s the implication from a new piece of research from the UBS Evidence Lab. It has taken 56,000 employee comments from Glassdoor and crunched them into a “satisfaction index” for the top investment banking CEOs.  They published the data in a research report about Deutsche Bank, and Thiam was right down there with Christian Sewing on an approval rating in the 60% range. The top US houses, by comparison, scored approval ratings of closer to 80% for James Gorman (Morgan Stanley), Jamie Dimon (J.P. Morgan) and Lloyd Blankfein (departing from Goldman Sachs; there is no rating yet for David Solomon, but his approval rating in the DJ booth at a bar in the Hamptons is apparently off the charts).

They also provide us with charts showing the annual change – interestingly, Blankfein’s rating at Goldman is slightly down on last year, and although Thiam is propping up the table along with Deutsche Bank, he’s slightly less unpopular with Credit Suisse employees than he was the last time the numbers were run. The big moves are a positive improvement for Morgan Stanley and for HSBC, and a material worsening for Citi. What do we think might be driving these trends?

Well, the most obvious driver is sheer noise. The sample size is big – even divided by the number of banks in the survey, 56,000 data points is a lot. But they might not be representative. Glassdoor reviews are anonymous (or nearly anonymous and there’s no way of checking whether the person posting the review has an axe to grind. And the sample is hardly unbiased – it’s an English language site which is more popular in the U.S. than in Europe and more importantly, people who are really happy with their current boss are usually not spending much time posting online reviews.

And there’s a pretty obvious reason why Credit Suisse and Deutsche Bank are at the bottom of the table; investment bankers like money, and they get paid in multi-year long term packages based on the company share price and earnings. For a lot of the potential voters, their stock options are so far underwater that they’re evolving gills. A year ago, Citi’s share price was on a tear – it went from $42 to $66 between July 2016 and July 2017 – so it’s not surprising that Mike Corbat was getting the kind of favourable employee reaction that ended up being hard to sustain.

In fact, if you line these banks up in terms of their five year shareholder return, the top three are JP Morgan, Morgan Stanley and Goldman Sachs, and the bottom two are Credit Suisse and Deutsche Bank. Is it as simple as that? Possibly. The anomaly would be HSBC, which comes in not too far below the whole industry average and above Citi, despite having share price performance that would put it closer to the Europeans. Perhaps John Flint and Stuart Gulliver really have been doing something to make their employees like them.

Separately, silly season is fast approaching and the WSJ has an almost frighteningly thorough analysis of the social anthropology of the humble fleece vest. The newspaper interviews a junior investment banker who has six of them in his wardrobe, one for every day of the working week, assuming you’re at a bank with a “protected weekends” policy. When you can’t just wear a shirt, but you don’t feel you have to wear a jacket – when your chest is a bit cold, but your arms kind of warm, and when you want to walk out into the business district in the knowledge that you will blend perfectly into the rest of the brushed nylon crowd, the fleece is the perfect compromise. The WSJ thinks that the original style icon may have been Jared Dunn from the TV series “Silicon Valley”, and that the progress of the fleece vest toward ubiquity may have been helped by the fact that its price point is almost exactly a dollar below the “acceptable gift” level set by financial regulators.

Meanwhile:

Despite negative comments from Michel Barnier, the UK is still lobbying for its plan to get an “enhanced” equivalence regime for the financial sector post Brexit. It also wants to extend the equivalence to areas like securities trading and lending, where there isn’t even an existing equivalence regime. The discussions are now being taken to national capitals. (Financial Times)

Goldman Sachs employees have been playing in their annual wiffle ball tournament to help after school programs in Harlem.  The winners were the team called “Ken Wiffey Jr”, while the more thematically named “Hittin Bids” left early in the context (Business Insider)

According to an interview, Lloyd Blankfein called David Solomon into his office to tell him he was the next CEO by shouting across the corridor.  In a video interview posted on Twitter, Solomon demonstrates the “raise the roof” move that he later did to celebrate. (Twitter)

Lazard has gone for politically connected bank bailout veterans as its new regional heads of M&A in both Europe and North America. Joerg Asmussen (formerly of the ECB) and Peter Orszag (formerly of the Geithner US Treasury) are apparently going to “drive the next phase of growth”. Does Lazard know something we don’t? (Bloomberg)

An astonishing infographic shows all of Softbank’s corporate relationships, VC investments and business units. Another infographic would be interesting to show all the former investment bankers working there and their previous career links.(Pitchbook)

Setl, the blockchain transaction recording startup, has parted company with its co-founder, Francois Barthelemy. The departure appears to be due to a disagreement over strategy, but nobody is commenting on what that disagreement was.(Financial News)

JP Morgan has hired five analysts for its China equities research team – Billy Feng, Patrick Xu, Han Fu all coming from other bulge bracket banks, with Qian Yao hired from Huatai Financial and Lei Mu joining from Sinopec to cover energy stocks.(Reuters)

The reorganisation at UBS continues, with former head of wealth management Europe, Jakob Stott set to leave at the end of the year. (Reuters)

Some more analysis of Glassdoor listings reveals that as many as 4 in 10 jobs with tech companies are for roles which do not require any programming ability. (Bloomberg)

The trials of Barclays over its 2008 Qatar fund-raising are still not over – after the charges were dismissed in Southwark Crown Court, the Serious Fraud Office have applied to the High Court to have them reinstated. (Guardian)

A man stripped off and started to work out naked at a Planet Fitness in New Hampshire, repeating its slogan that the gym is a “judgement free zone”.  One thing led to another and he is currently on bail, and will indeed be judged at some time soon.  (Business Insider)

Image credit: runeer, Getty

Deutsche Bank to pay generous bonuses under Christian Sewing

Deutsche Bank’s second quarter results are out. If you’re in the investment bank, they’re mixed. As the chart below shows, Deutsche did comparatively well in M&A but comparatively badly in fixed income currencies and commodities. However, there’s good news for employees: bonus accruals in the corporate and investment bank were up €70m in the second quarter and €110m in the first half. Questions are being asked about the bank’s strategy.

In the call accompanying today’s results, CEO Christian Sewing stood by his plan for the CIB.  The 14% year-on-year decline in fixed income revenues was the result of lower credit trading revenues, lower rates revenues in Europe and slightly lower revenues in FX, said CFO James von Moltke. Sewing said Deutsche’s fixed income market share has stabilized after cuts to risk weighted assets and leverage exposure, and that the bank plans to “redeploy” part of its capital base to help expand credit trading in future.

Curiously, Deutsche Bank’s equities sales and trading revenues fell less, despite a 40% reduction in risk weighted assets to the area. The bank cited strong increases in prime broking revenues, despite (or maybe because of) the bank jettisoning peripheral prime broking clients and some prime broking staff.

[Hover over the chart to see the results by bank]

Analysts weren’t entirely happy with Deutsche’s efforts. Kian Abouhossein, J.P. Morgan’s top banking analyst, pointed out that J.P. Morgan’s year-on-year changes were a “bit weaker than peers” and that the CIB’s return on equity, at just 3.1% (down from 3.6%) in the second quarter was peculiarly low. “Is there some kind of a problem in the cost base that needs to be reduced significantly more?” asked Abouhossein. “How many people do you actually need to run the investment bank?”

For the moment, the answer seems to be 39,081 people and 17,179 in the front office. Deutsche cut 1,182 people from the corporate and investment bank in the second quarter, of whom 942 came out of the front office. However, there are another 5,000 cuts to come across entire bank by the end of 2019 and Von Moltke said it’s envisaged that the investment bank will need fewer human beings long term as technology investments reduce the need for employees.

The good news is that Deutsche employees who survive could get paid more. Accrued compensation per head at Deutsche’s investment was up 10% in the second quarter under Sewing, to €271k. Von Moltke said this reflects the bank’s intention to continue paying at the level of 2017’s (generous) bonuses. Last year’s bonuses were entirely accrued in the final quarter, but this year’s bonuses are being accrued at a similar level throughout the year, said Von Moltke. As a result, Deutsche’s bonuses accruals were up €70m in the second quarter and €110m in the first half. Faster vesting of equity stock bonuses contributed to the rise.

In theory, therefore, Sewing’s Deutsche Bank should be a place of greater efficiency and higher pay. In reality, the bank needs to stabilize revenues and to increase its return on equity to justify paying staff generously. It doesn’t help that other costs are waiting in the wings: there will be “significant” MiFID II implementation costs in the second half, said Von Moltke. There’s also the need to spend on technology – as other banks increase their tech spend, Deutsche’s IT investment fell slightly year-on-year in the second quarter. The bank may yet need to put more aside if it wants to stay in the tech race.

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 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.)

““

European applications for jobs in the City of London have collapsed

Amidst all the talk of food rationing and blood stockpiling and following the European Union’s steadfast refusal to condone “enhanced equivalence” for financial services after the UK leaves the EU, it seems finance professionals in continental Europe are taking matters into their own hands. They are applying for jobs in the City of London in far lower numbers than before.

An analysis of the number of applications from candidates in the three largest EU economies – Germany, France, and Italy – for jobs in London advertised on eFinancialCareers, reveals that applications have fallen 43% in two years. In the first six months of 2016 nearly 80,000 people from Europe’s largest economies applied for finance jobs in London; in the first six months of 2018 that was down to 43%. Brexit hasn’t even happened yet.

The data suggests the problem is not so much one of European finance professionals already in London wanting to go home (although this may be the case too) as of Europeans in Europe not wanting to come to London in the first place. The change of heart is most noticeable in Germany, where applications have fallen 55%.

Analysis the problem worsens as bankers become more experienced. While junior bankers’ enthusiasm for working in London is less than it was, it’s candidates with over six years’ experience who have become particularly averse to applying for jobs in London. Applications from German candidates with one to two years’ experience have fallen 37%, for example, while those with six to 10 years’ experience are down nearly 50%. This makes sense: even as banks make preparations for Brexit, junior jobs and traineeships are still firmly based in London offices. Michael Ohana, founder of AlumnEye, a company that helps prepare French students for jobs in finance, said his clients remain focused on moving to London: “Intern geography will only change as teams are moved,” he told our French editor last month.

There are early signs that this is happening. Bank of America is expected to start moving fixed income salespeople to Paris this summer, and there are rumours that Morgan Stanley is prepping its equities salespeople – although insiders suggest these rumours are premature. Goldman Sachs has already been hiring for its equity derivatives business in Paris and has announced plans to move “tens” of London-based staff to Paris this summer.

In the long term, the danger to the City of London is clear. With applications from Continental Europe already down significantly, as bankers leave London the brain drain threatens to become permanent. Once they’re settled in Paris, Frankfurt, or Milan there’s a strong chance that London’s lost bankers won’t want to come back again.

Photo: alice-photo/Getty

““

I work on the buy-side and life is sweet

I don’t want to boast but I work on the buy-side as an analyst in a hedge fund. If you work on the sell-side, you have my commiserations. You’re missing out.

They say the grass is greener on the other side. This is true of the buy side vs. the sell side. The grass is isn’t really green on the buy side, but because the sell side has become dirt patch and a bunch of weeds, it pretty much looks that way by comparison.

As anyone who’s managed to escape the sell-side will attest to, the buy-side is so much better is so very many ways. Most particularly it offers…

Pay for performance

When you work on the buy-side, it’s very simple. If you can make money, you’ll do well. If you do well, you will get paid.

If you can’t make money, you’ll have a short career.

On the sell-side, it’s very different. When you’re a sell-side analyst you’re in more of a marketing role. To get paid on the sell side, you need broker votes. Broker votes can come from good analysis, but they also come from having good relationships with buy-side analysts and management teams. Therefore, if you’re great at networking, being an analyst on the sell-side is perfect for you.

If you just want to make money in the markets, the buy-side is where you want to be.

An escape from MiFID II

Despite claims to the contrary, MiFID II is really hurting the sell-side. Because everything is now billed, from every research note to every call with analysts, buy-side analysts are consuming fewer resources. This means it’s getting harder to make money on the sell-side. No one wants your output any more.

An opportunity to set my own schedule

I came from the sell-side. I’ve been there. When you work on the sell-side, your schedule is at the mercy of others. If one of the companies you cover is hosting an investor day or sales wants you to market, you need to get out there, whether you like it or not.

On the buy-side, nobody cares. As long as I make money I do what I want. If I don’t attend an event, I get the summary from an analyst. I get to enjoy the summer: if I want I can leave early. You get to work 12 hour days and travel for work. I’m so sorry.

When you’re making money on the buy-side, there’s a lot you can get away with. I’m still trying to figure out how much I need to make before I can come into work wearing sweat pants.

The chance to do rather than just advise

Superficially, buy-side and sell-side analyst jobs have their similarities. In both, you follow companies. In both, you make investment recommendations.

They’re actually very different.

On the buy-side, you make buy and sell decisions, with the intent to make money. On the sell-side, your job is to only provide advice and information.

Sell-side analyst are like caddies. They give you some color and provide advice, but at the end of the day, they’re not pulling the trigger. Being a caddy can be rewarding and fulfilling job, but I doubt anybody sees that as the end goal.

Or if they do, they’re missing out.

Margin of Saving was created by an analyst at a multi-billion dollar hedge fund to help others learn how to invest and save.

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 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.)

““

Evercore’s secret appeal: pay is on track to average $600k+ per person

It’s not easy to get into Evercore. The boutique M&A firm has some of the hardest interviews in banking, according to Wall Street Oasis. The implication is that Evercore is in no hurry to offer its jobs to any old body. Today’s second quarter results help explain why.

In the first six months of 2018, Evercore set aside $533m to pay its people. The company didn’t break out its headcount number in today’s quarterly results, but at the last count in December 2017 it had 1,600 employees. Even assuming Evercore added 100 new people since then, the implication is that average pay per head for the first six months alone was $309k.

Ceteris paribus for the year as a whole, the average Evercore employee should get $600k +.

Clearly there’s no such thing as an average employee and clearly too Evercore’s managing directors and senior managing directors are going to get a big share of that pay. However, Evercore’s generosity remains notable. As things currently stand, pay per head there is 50% higher than at Goldman Sachs. And while Goldman Sachs is under pressure to increase returns to shareholders and to cut the portion of revenues paid to its employees, Evercore’s compensation ratio is a solid 60% and its return on equity is an almost unfathomable 63%.

This is partly the nature of Evercore’s game. While Goldman Sachs is a large investment bank active across sales and trading, corporate finance, asset management and retail banking – with all the associated costs and capital requirements – Evercore is an advisory house with a small asset manager and sales and trading business attached. It doesn’t need a lot of support staff in Bangalore. Nor does it need a lot of capital. It just needs a smallish number of very high quality staff working out of leading financial cities globally.

This isn’t to decry Evercore’s appeal. If you work there, you should get a lift in your deferred bonus as the stock rises (it’s up 43% on last July). Thanks to an 11% in Evercore’s senior managing director headcount so far this year, James Mitchell, a banking analyst at Buckingham Research, thinks Evercore’s stock could rise further still as the new hires boost revenues. Mitchell points out that Evercore’s share of the global M&A fee pool is currently 7.5%. Eight years ago it was 2.5%.

New hires at the top are usually followed by new hires at the bottom, suggesting Evercore’s analyst and associate recruitment is rising too.

Of course, there may be some downsides. While Evercore is known for paying well, it also has a reputation for working people hard. Wall Street Oasis suggests average weekly working hours at Evercore are 80.5. This hasn’t been verified by the company itself, but at both Goldman Sachs and Morgan Stanley, Wall Street Oasis puts working hours at ‘just’ 72 per week. Most people in banking work hard and are paid well, but people at Evercore may be at the extreme end of both scales.

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 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.)

““

Six boring Asian banking jobs that have big career prospects

Traders riding volatile local stock markets, private bankers cashing in on billionaire wealth, China opening up its markets – Asia’s financial sector is one of growth and glamour.

Or is it? Many of the most in-demand banking jobs in Singapore and Hong Kong are actually rather on the dull side. But taking one of these “boring” roles could eventually lead to something better, say recruiters.

1. Internal audit

Banks in Asia are struggling to hire enough internal auditors this year, with Big Four candidates often reluctant to swap multiple clients for the confines of an in-house job. “But while it may be dull, internal audit at a bank can be a shortcut to greater things,” says Matthieu Imbert-Bouchard, Singapore managing director of recruiters Robert Half. “It’s career boosting because it provides insight into nearly every area of the bank’s activities – making you well qualified to jump into a more senior finance or mid-office role when the opportunities arise.”

2. Regulatory reporting

“Regulatory reporting roles are sometimes seen as unglamorous because they’re very niche, but that’s also exactly why they make a good career,” says Imbert-Bouchard. “The amount of knowledge needed to perform the role is high – just think of all the reporting requirements set down by different monetary authorities and regulators as well as the Basel regulations. People with specialist knowledge are hard to replace, so good candidates can command a premium in their salaries and bonuses in Asia.”

3. Client onboarding

“Until recently there weren’t many client onboarding positions in Asia, but there’s been a recent surge as regulations tighten up and banks create a first line of defence,” says Dean Stallard, regional director of recruiters Hays in Hong Kong. “Traditionally these jobs didn’t seem exciting as they were thought to be administrative, but they have evolved – you deal with clients and offer them solutions rather than just check the boxes now. Big salary increments of 18% to 25% are available, especially at the junior to mid-level. Banks are now receptive to candidates from different backgrounds, such as compliance professionals and even relationship managers because they possess strong communication skills and are familiar with account opening.”

4. IT support

What lies at the opposite end of the career-glamour spectrum to a machine learning role at a bank? A role where irate bankers call you when they can’t log on. “In technology, the least exciting jobs tend to be in IT support because the tasks are tedious, repetitive and can be simple to resolve,” says Vince Natteri, director of search firm Pinpoint Asia in Hong Kong.” The (slightly) more interesting support roles sit amongst the drama of the trading floor and demand regular dealings with traders. “Desktop support guys are essentially infrastructure guys, so it’s difficult for them to go into development jobs. But they can go into something sexier in the infra space, such as becoming server admins.”

5. Settlements

No matter how the bank tries to pimp up the job description, almost all settlements roles are “monotonous and repetitive”, says Kyle Blockley, managing partner of recruitment firm KS International. “You get a certain type of candidate for these roles – they’re usually not high flyers, but people who just want to get their break into banking. The people who then get stuck in these roles are usually those with little drive or motivation, but others quickly move to a more interesting job in the middle-office, for example.”

6. Credit assessment

“There’s rising demand for credit assessment and collection roles at banks in Singapore because bad cash flow has become a bigger issue in the current market and more companies are trying to recover their monetary exposures,” says Holly Hatton, a director at recruiters Michael Page. If you build your credit expertise in a back-office assessment role you could then move into the middle-office function of credit risk. And if you have the required people skills, you could eventually even move into a relationship management role in corporate banking.

Have a confidential story, tip, or comment you’d like to share? Contact: smortlock@efinancialcareers.com

Image credit: XiXinXing, Getty

Inside Grab: what it’s like working for Singapore’s hottest tech firm

Grab’s status as Singapore’s and Southeast Asia’s largest tech unicorn is helping to attract technologists into its ranks, including people from the banking sector. But what’s it like working for a start-up that’s recently become a big player in the Asian tech scene? We spoke with three Singapore-based ‘Grabbers’ (we’ve used pseudonyms to protect their identities) to find out.

“It wasn’t a straightforward decision to leave a cushy corporate role for the pressure of a start-up,” says development manager Selina Lin, who joined Grab from a local bank in 2015. “What drove me to do so was the growth story of the company.”

Grab, which only set up shop in 2012, is now valued at north of $6bn and recently acquired Uber’s Southeast Asian operations.

Daren Ren, now a senior architect at Grab, moved from a small fintech firm and had different reasons for coming on board. “It’s risky working for an early-stage company – you have to hope it grows fast. But mine wasn’t expanding as expected, so I joined Grab because it’s a well-established, stable start-up,” he says. “It also has brand value in the job market, which should help me get a more challenging role in the future.”

Ren, who has been at Grab for about a year, singles out exposure to advance technology as the best aspect of his role. Grab is also expanding from its ride-hailing roots, launching new products in areas such as mobile payments and food delivery. “We’re using emerging technologies, solving challenging problems at scale, and the diversification of the business is helping to broaden my own domain knowledge,” says Ren.

Grab is not the place to work if you want a “defined job scope”, adds Lin. “The ethos is ‘your problem is my problem’, so we help out within other functions as much as we can,” she says. “Unlike in a traditional corporate, where marketing does the branding and finance does the numbers, we do much more than what we were brought in to do. A year here is equivalent to five years anywhere else, such is the scope and depth of the work. It’s a career shortcut.”

Lin admits, however, that working for Grab isn’t for everyone. “I think few people can actually take that amount of ambiguity in their job, or even tolerate the high levels of stress that a start-up environment can sometimes hurl at you.”

Grab also makes its developers work faster than those at many other companies in Singapore, says experienced engineer Aarif Chandra (not his real name), who previously worked for a large multinational. “The main difference is our ability to rapidly run tests on a small sample and let the outcome drive the decision to rollout or rollback the test,” he explains. “The emphasis here is on speed and experimentation, even at the calculated risk of errors and failure. This has pushed me to learn and execute quickly.”

The staff we interviewed didn’t exactly rave about Grab’s offices, despite the firm opening a new headquarters and research and development centre, in Singapore’s Marina Bay last December. “I’d rate it about 7.5 out of 10. Grab didn’t hop on the bandwagon of ping pong tables or in-house cafes. But it’s pleasant and sufficient,” says Chandra. “There are high ceilings, bright lights and comfortable discussion zones, but these are just frills of the job,” adds Lin. “It’s the common cause of looking for tech breakthroughs that gets us diving deep into work every day.”

Ren declares himself “happy” with his base pay and bonus, while both he and Chandra say they typically work from 10am to 7pm. Development manager Lin has more grueling hours, however. “I start early and finish late – the work never really ends as there’s always something else to do. But the expression ‘if you enjoy what you do, you never feel like you’re really working’ is starting to make sense.”

Have a confidential story, tip, or comment you’d like to share? Contact: smortlock@efinancialcareers.com

Image credit: aiqingwang, Getty


Morning Coffee: Deutsche Bank’s job cuts were weirdly cheap to make. Barclays keeps hiring from J.P.M.

Yesterday’s second quarter results from Deutsche Bank included some curious revelations. Not only did Deutsche opt to accrue an additional €70m in bonus costs in the second quarter as the bank prepares to pay bonuses for 2018, but the German bank revealed that it’s been underspending on layoffs. As the Financial Times points out, Deutsche had expected to spend €800m making 4,500 people redundant this year. In fact, it’s only spent €280m. CFO James Von Moltke said that getting to €800m in restructuring costs may be “challenging.”

This is a nice problem to have if you’re Von Moltke and are trying to extract nearly €2bn in costs in two years. It has the potential to be less nice if you’re a Deutsche Bank employee who’s laid off. As we reported before, laid off Deutsche Bankers in the UK have been complaining that the bank has cut its severance packages to the statutory minimum of one week’s pay per year served (two years ago the bank was allegedly paying one month). Some Deutsche Bank traders also claim they’re being made to work their gardening leave and that they have signed contracts giving the bank the opportunity to cut their notice periods from three months to just one month within five days of handing in their notice.

All this may help explain how it is that Deutsche’s job cuts have been so cost effective. At the corporate and investment bank specifically, Deutsche cut 1,758 people in the six months to January, with 1,097 of those coming from the front office. The bank spent €178m on ‘restructuring activities’ over the same period, suggesting each redundancy cost around €100k to make. In 2017, Deutsche cut just 37 staff (net) and still spent €82m on restructuring: laying people off at DB looks a lot cheaper than it used to be.

In fact, Deutsche Bank’s parsimony under CEO Christian Sewing may be much greater than we’ve previously suggested. Despite Sewing’s reassurances that there will be bonuses at the corporate and investment bank this year (after the decision to all but withhold them for 2016), and despite yesterday’s revelation that the bank accrued €70m in the second quarter and €110m in the first half towards these bonuses, the amounts look a little paltry. After all, last year’s Deutsche Bank bonus pool was €2.2bn. If Deutsche has only accrued €110m for the corporate and investment bank so far, and has no intention of accruing at a faster rate in the second half, 2018’s bonuses could be a shadow of the payments for 2017. Unfortunately, getting laid off and receiving severance pay doesn’t look like much of a panacea.

Separately, Barclays’ partiality to hiring from J.P. Morgan continues unabated. The British bank’s latest ex-J.P.M. hire is Rob Jeffries, the former co-head of J.P. Morgan’s chemicals group, who joins as global head of chemicals banking in New York. Jeffries’ arrival follows that of at least nine senior investment banking recruits at Barclays in EMEA this year and the addition of 40 managing director and directors at the bank globally in 2017. It also comes amidst rumblings from long-serving Barclays staff that the bank’s executives, who themselves joined from J.P. Morgan, have been hiring in too many expensive outsiders without tangible results. 

Meanwhile:

Deutsche Bank needs to escape its vicious cycle of job cuts triggering revenue declines that require further reductions in headcount. (Bloomberg) 

The only thing Deutsche Bank bank can do is to fight as hard as possible to keep every bit of revenue it can while cutting costs. (WSJ)

Deutsche Bank traders face spoofing charges. (Bloomberg) 

Andrea Orcel on UBS: “I accept that UBS investment bank and its culture is not for everybody. But if you choose to work here, the expectation is that you are fully committed to the vision, the strategy and the culture.” (Financial News) 

People who are sycophantic to the boss are more likely to behave badly in the presence of everyone else. (Physorg) 

New commuter vehicle option: self-balancing roller shoes from Segway. (Techcrunch) 

Weight gain among new fathers is a real phenomenon that deserves more attention. (BPS Digest) 

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 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.)

““

Sales trader accepts demotion to join Goldman Sachs

Goldman Sachs is continuing to hire outsiders, and they’re not all joining at the executive director level. Some of the firm’s most recent hires include juniors brought in from firms outside Goldman’s typical purview.

Goldman insiders say the firm has bolstered its London electronic sales trading team with two people, drawn from Instinet Europe and Canaccord Genuity in London.

Chet Varsani joined from Instinet, where he previously spent four years as a sales trader. Mark Warren joined Goldman from Canaccord, where he spent three years as a sales trader and seven years in trade support.

Warren’s LinkedIn profile indicates that he took a demotion to join Goldman: at Canaccord he was a vice president, at GS he is just an associate.

Goldman Sachs is building out its electronic trading capabilities. During the call accompanying the bank’s second quarter results, CFO Marty Chavez said the firm is pursuing opportunities in “low touch execution” and that it gained “volume market share” in this business in every region during the second quarter.

Goldman didn’t respond to a request to comment on its new electronic trading hires. They follow the promotion of Alex Harman, an electronic sales trader hired from Barclays in 2014, to head of EMEA electronic sales trading in April 2018.

Equities isn’t the only market where Goldman’s fishing from a wider pond. London headhunters suggest the firm has also recently hired Andrew Crutchlow, a corporate credit trader from Mizuho. Meanwhile, the firm is understood to have lost Joseph Staniford, a promising associate on its multi-asset fixed income sales platform in New York Better.com, mortgage fintech company with offices in New York and San Francisco..

Photo credit: PPAMPicture/Getty

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 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.)

““

It took 2,000 attempts before I got a job in private equity

I went straight from university into a job in private equity. This makes me one of the lucky ones: most private equity funds don’t have the resources to train you, so they like to hire people who’ve been trained by investment banks or big consulting firms. Some funds do have their own graduate training programmes now, but getting in still isn’t easy. Personally I probably contacted around 2,000 people before I got this job.

If you want to join a private equity fund, you’re probably going to need to know how to build financial models already. This means you need to be super-motivated: you need to study and you need to teach yourself modelling. As a student, it’s tricky to fit everything in.

There have been claims here recently that jobs in private equity are worse than jobs in investment banks for working hours. I haven’t worked in bank, but I can vouch for the fact that I work hard here. That said, I think I worse less hard than my friends in banking and I think my work is more varied and interesting.

Your experience in private equity will depend upon the kind of fund you join. When you’re at a bigger fund like me, most of your time is still spent modelling and producing Powerpoint presentations, but it still feels more like you’re working with your boss than for your boss. – Even as a junior you’re out there meeting CEOs and finance directors. When you’re at a small fund, there are fewer people so you’ll have to do everything from due diligence to modelling to legal, to deal financing. Because of this, it’s usually impossible to get into a small fund without previous experience in a bank.

Whichever kind of fund you want to work for, you’ll need to cold call. If you can’t get on an established graduate program, you probably want to forget the big funds like Blackstone. These guys literally get hundreds of emails a day and will simply forward you on to HR, who will give you a generic rejection email. Target smaller firms with no defined recruitment process/platform. You might hit gold. It’s a numbers game. Remember: all it takes is for one person to say yes.

Before you get anywhere near a private equity interview, you need to spend a lot of time learning how to build a financial model – particularly an LBO (leveraged buyout) model. Most students, even at top universities, don’t have a clue about modelling. I spent a year preparing myself, and even then it was tough.

Most importantly, you need a back-up plan. If you want to get into private equity straight from you university you will need to be exceptional. Your chances are miniscule, and you will be coming up against people much older than you with far, far more experience. If you struggle to land internships or graduate roles in consultancy or banking, you will find the PE recruitment process impossible.

The good news is that once you’re in, you may not leave. Unlike investment banks, where the churn rate is very high, the churn rate in private equity is negligible. This is because carried interest (“carry”) is where the real money is at. Carry is basically a direct cut of the profits that is paid to investment professionals in PE. It doesn’t really accrue/get paid to you until you principal level, but can be several times higher than your base salary. At junior levels of private equity, total compensation is actually less than in IBD. It only starts to pull away dramatically when you start earning carry.

The earlier you break into PE, the more deals you work on and the higher your carry will be….

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 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.)

Photo credit: Gajus/Getty


““

New rape allegation suggests banks have a big cultural issue

It’s happened again, and it seems to be worse than before. Bloomberg is reporting that a junior banker at UBS was allegedly raped by a more senior employee at his home.

Both the female junior and the more senior UBS employee are understood to have left UBS, with the senior employee suspended for five months before resigning earlier this year. The victim is not understood to have filed charges with the police about the alleged incident, which is understood to have taken place in the banker’s private residence in autumn 2017. UBS had not started a formal review into the senior banker’s behaviour at the time he resigned, although it was reportedly seeking private mobile-phone messages between the alleged victim and her colleagues.

A spokesman for UBS said the bank has zero tolerance of sexual misconduct and harassment and immediately investigates all allegations. “This matter is deeply upsetting, and while we cannot discuss it publicly due to employee confidentiality, our first priority is always to support our people and provide a safe environment to report any misconduct. Following significant cases, we conduct a review and if there are opportunities to strengthen our procedures we do so. It is important to note that certain criminal allegations by their very nature need to be investigated by the police,” he added. 

The latest allegations come two weeks after Credit Suisse dismissed Paul Dexter, a managing director in its M&A division for alleged “inappropriate behaviour with an intern.” Dexter was accused of touching the intern in a physically inappropriate way. Credit Suisse told Bloomberg at the time that all accusations, “are thoroughly investigated and, where called for, consequences are appropriately handled.” However, the bank initially said that the claims against Dexter were unsubstantiated.  At the start of this month, Credit Suisse created a new Zurich-based role to handle sexual harassment claims and boost equal opportunities at the Swiss bank.

In February, Nadia Moukaideche, a former intern at Credit Agricole in France, lost a court case arguing that the atmosphere at the French bank was degrading to women. Moukaideche argued that male colleagues were involved in, “a variety of disgusting and childish behaviors such as animal noises, burps, passing of wind and ball games.”

As banks focus on diversity, many are trying to ensure that 50% of their intern classes are female. However, a report this week from think tank New Financial found that while women make up 52% of the bottom quartile earners in investment banks, just 14% of top quartile earners are female. In an industry where senior staff are predominantly male, it seems banks need to do more to protect the young women coming in at the bottom from the potential for abuse.

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 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.)

Nomura is quietly hiring some new traders

Nomura’s fixed income sales and trading business is not doing too well. The Japanese bank released its latest quarterly results today and it was all a bit bleak. The bank’s traders made a 7.4bn yen ($67m) pre-tax loss in three months. Suddenly, all those trading layoffs make a bit more sense. Except that as well as laying people off, headhunters say Nomura has a curious interest in hiring.

Nomura didn’t respond to a request to comment for this article. The Japanese bank’s recent trading hires include James Konrad, Biagio Lapolla and Robbie Anderson in flow rates sales and trading, whom it poached in late June from Natwest Global Markets. Nomura also hired Dan Cohen, the former head of high yield trading at HSBC, who resigned from the bank in April. 

Although three hires are inconsequential against the 50 staff said to have been put at risk in Nomura’s London sales and trading unit, headhunters say they’re not the end of the matter. Steve Ashley, head of Nomura’s  wholesales and global markets business, is said to be preparing to make further hires after the summer. “He’s using this loss to layoff under-performers and bring in yet more new blood,” says one headhunter. The hires from Natwest Markets are old colleagues of Ashley from his days as a top rates trader at RBS.

Meanwhile, the list of people put at risk at Nomura’s London office is long and contains a lot of MDs and executive directors, not all of whom have been reported. They include the likes of Ceki Boz, an MD and head of rates options trading, Will Johnson, a gilts trader,  Bala Arumugam, a Euro government bond trader, Peter Joos in hedge fund sales, Ioannis Sokos, a rates strat who only recent joined from BNP Paribas, Nick Oxlade, the head of European credit sales, James Ludlam, an emerging markets FX trader, Jalal Koubatim, a VP in emerging markets credit trading, Andrew Lofthouse, an executive director in central bank sales, and Renuka Fernandez, a senior rates strategist who joined in March 2017 from TD Securities. To name but a few.

Some Nomura traders have already found new jobs – Meraj Khan, a New York based MD who left the Japanese bank in July (possibly voluntarily), has just joined Standard Chartered.

Alongside more senior staff, Nomura is also understood to be jettisoning juniors in related areas. Headhunters say others put at risk include Peter McCallum, a junior European rates strategy analyst who joined after a summer internship in 2016, Anna Karina, an associate on the rates strategy team, Niv Vig, an associate level rates options trader who worked with Boz.

Many of these exits are genuine redundancies. Insiders say Nomura is scaling back in European rates trading after finding it hard to compete, but that the bank will continue to be active in the area and maintain a presence in gilts trading. The flow options business and the exotics options business are allegedly being combined. The second quarter loss is understood to have been a combined effort from the European rates, investment grade credit and emerging markets credit desks.

What next? After the recent losses, headhunters say Ashley’s apparent interest in hiring yet more new people looks like a last throw of the dice. The bank’s overseas operations were persistently loss-making before final turning their first profit in seven years in April 2017. After last year’s heavy recruitment, the bank seems to have returned to its old ways. If Ashley does ‘upgrade’ with more new traders in the autumn, he’ll need to convince his Japanese bosses that they’ll actually make some money out of it.

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 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.)

Photo credit: fanjianhua/Getty

Â

Â

““

The three new best places to work at Deutsche Bank in Hong Kong and Singapore

It has not been the best few months to be a Deutsche Bank employee in Asia. In June, for example, Deutsche started cutting roles in Asian equities, as part of new CEO Christian Sewing’s plans to trim 7,000 jobs globally. And since Sewing’s took over in April, recruiters in Singapore and Hong Kong have noticed a surge in enquiries from anxious front-office staff at Deutsche.

It’s not all doom at Deutsche in Asia, however. The bank’s second quarter results highlight a few teams that are potentially worth working for.

Of these, wealth management is the stand out. There was “revenue growth in the Asia Pacific region” year on year during the second quarter, according to Deutsche’s earnings report, which doesn’t break out regional income by division. The bank also hints at more hiring, earmarking Asia for “further expansion” in wealth management.

Deutsche Bank Wealth Management (DBWM) has already been growing in Asia for more than a year, and Sewing’s appointment – he previously headed the Private and Commercial Bank, of which wealth is a part – had raised expectations that the hiring would continue. Under the stewardship of Lok Yim, its Asia Pacific head, DBWM took on 50 relationship managers in Asia last year, the second highest total of any private bank.

Senior front-office hiring on this scale is unlikely in Deutsche’s Corporate and Investment Bank in Asia this year, but equity capital markets (ECM) jobs appear among the most secure. Although Deutsche’s equity origination revenues fell globally, its results point to “strong deal closure” in Asia Pacific. Deutsche was the ninth-placed bank (and the sixth-ranked Western bank) for Asian ECM revenue in the first half of 2018, up six slots year on year, according to Dealogic.

Meanwhile, while Deutsche has been culling equities traders in Asia, some of their FIC counterparts in the region enjoyed a strong second quarter, despite FIC revenues tumbling 17% globally year on year. “Foreign exchange and rates Asia Pacific revenues were higher driven by improved flow in Asia and Australia,” says Deutsche’s report.

Have a confidential story, tip, or comment you’d like to share? Contact: smortlock@efinancialcareers.com

Image credit: wellesenterprises, Getty

How EY is innovating financial services corporate finance

Growth, development, innovation and opportunity: these four words perfectly encapsulate the working environment within EY’s Financial Services Corporate Finance team in London.

“Our growth rate at the moment is incredible,” says Ian Cosgrove, Partner and Head of Financial Services Corporate Finance at EY. “In the last 18 months our deal volume has doubled.”

Ian’s Corporate Finance team started expanding in earnest in 2015, increasing its coverage to include FinTech and asset servicing, and hiring financial services debt advisory specialists to sit alongside M&A advice professionals. Ian expects to keep recruiting at the same rate over the next two years to reflect the market demand.

“We’re constantly bringing in talent to help execute the expanded pipeline of work we’ve got, and to make sure we are well resourced to keep up with the pace of demand,” he says.

“A strong part of our identity is innovating and thinking ahead to what corporate finance should look like in the years to come,” explains Ian.

This desire to be innovative and stand out from the competition is reflected in the fact that Ian’s Corporate Finance team has brought M&A and debt advice under one umbrella. Many other professional services firms as well as boutique advisory houses splits these two services.

“This gives us an edge,” says Ian. “In many sectors, there are difficulties around talking about one side of your balance sheet and not being able to discuss the other side. We can to the entire capital structure and bring a holistic view to clients. It enables us to think about the bigger picture; we can ask ‘what is on your agenda and what are you looking to achieve?’ We don’t just have a single product, but a broader solution.”

The market is moving at a rapid pace in terms of embracing digital technology. The Financial Services Corporate Finance team is looking to harness technology to improve analytics, find new sources of capital, and streamline the whole M&A process. “Any client embarking on a corporate finance transaction knows it’s a long and intensive journey. We’re investing in technology to speed that up because momentum is important, while at the same time improving the quality of the deal,” says Ian. “Also, we are developing a tool that will use Artificial Intelligence to improve our ability to match those looking for capital with those who have it.”

The team is also using technology to take clients’ underlying data and present it back to them in new and insightful ways. “Not just in a transaction context, but to help them make other business decisions too,” says Ian.

Kaidi Kuusk, an Assistant Director in Financial Services Corporate Finance at EY, describes her work in Ian’s team as “incredibly exciting, fast-paced and innovative”. Kaidi joined EY’s graduate programme in 2008 and enjoyed fast career progression to her current rank. She says her rapid rise reflects a working environment that encourages career development.

Kaidi has been supported in her career by both the Corporate Finance team and the broader Transaction Advisory business, and says she enjoys the variety of her job. “I’ve been able to get involved in transactions in an accelerated way, so I work on anything from banking to payments to some niche insurance sectors, and with clients ranging from founder-owned companies to major corporations,” she adds.

She likes the fact that she sees transactions through from start to finish and can therefore build relationships with key stakeholders and really get under the skin of businesses to help solve their most complex challenges. “There’s also a lot of deep sector knowledge and expertise within EY’s Financial Services business, so I can quickly learn a lot about a variety of sectors and transactions,” she says.

Kaidi has recently taken on a secondment opportunity at EY. Working in the firm’s Global Banking Leadership team, she is helping to grow the banking and advisory transaction business. “This came about through conversations in my review. I was encouraged to take advantage of the breadth of areas at the firm and improve my understanding of how it works,” she says.

For those interested in joining EY, there is a clear, structured path to improve knowledge. “The Corporate Finance team in our financial services business is a small, supportive family, with lots of opportunity for progression,” says Ian. “There are a range of learning opportunities, delivered in our own team and across the firm, and covering sector-based topics as well as core corporate finance skills, such as valuation and modelling,” adds Kaidi. As EY staff progress their careers, there are plenty of opportunities to learn, collaborate and have fun achieve within the firm.

And this cross-firm collaboration extends into the workplace. “If you’ve got a regulatory or accounting problem for example, there’s someone a few desks down who can sit and have a coffee with you to explain it,” says Ian. “Working at EY is all about collaboration. It’s why we deeply value our connections with everyone – clients, like-minded organisations and individuals, and each other.”

All of this highlights the strong, inclusive people culture within the firm. EY is proud to have a number of employee networks, which celebrate and promote diversity and inclusion, and provided further opportunities for its employees to connect with like-minded people from other teams. It’s one of the main reasons why people choose to join and remain at EY – and the experience they have lasts a lifetime.

See Ian’s LinkedIn profile for further information on transactions the team has recent closed.

Apply now to one of EY’s current opportunities in Corporate Finance

Â


UOB finance head: I’m helping overseas Singaporean banking professionals return home. Here’s why

When Eric Lim, now a managing director at UOB, decided to shift back to Singapore after a 12-year stint overseas he found his return home “much more challenging than expected”. Lim had left the Republic back in 1998, joining GE after he graduated and working his way up the ranks within the firm’s finance department across several countries, including the US and Japan.

“I was a senior finance professional from a global firm, but I’d been away for a long time, so having line of sight to the right roles wasn’t easy,” says Lim. I didn’t know the local job market, had lost touch with Singaporean financial services, and didn’t have recruiter connections here either.”

Despite being initially “unsure” about how to go about his job search, Lim secured a role at OCBC and has then gone on to head up group finance at UOB. Ever since his return, Lim has been wanting to help overseas-based Singaporeans enjoy a smoother homecoming than he experienced.

The turning point, says Lim, came last year during a networking session between the Monetary Authority of Singapore (MAS) and about 150 senior financial services professionals. “We spoke about how to increase the Singaporean homegrown talent pool in finance, and as part of this we agreed that we needed to engage better with Singaporeans working in finance around the world.”

Lim soon became one of the driving forces behind Overseas Singaporeans in Finance (OSF), a new initiative backed by MAS, the government’s Overseas Singaporean Unit, and the Institute of Banking and Finance. OSF is developing a community of expat Singaporeans and keeps in touch with them via a LinkedIn group, which updates them on local industry trends, allows them to network with each other, and links them to a panel of recruiters if they are searching for work in Singapore.

“It’s not just about helping people get jobs in the short term; it’s about connecting them to each other while they’re still overseas and may not even be thinking about coming home,” says Lim. “If they eventually want to return, they’ll be better informed about the market and will know where to get advice. OSF can also tap the wider resources of the government and provide advice about non-career aspects of returning to Singapore – from housing to schooling

A “sizable number” of Singaporean finance professionals are working abroad, mainly in Hong Kong, China, the US and UK, says Lim. So far about 500 of them are involved in OFS and the numbers continue to grow. While some of them will stay away permanently, Lim believes the long-term benefits of having a large pool of Singaporeans with overseas experience far outweigh the risks of a brain drain.

“If they can, I’d encourage more Singaporean finance professionals to work in places such as New York, London, Hong Kong and Shanghai, especially in their early careers,” says Lim. “You can obtain a wide range of skillsets in a diverse environment, and becoming successful in someone else’s country also makes you more resilient. There’s no safety net when you’re overseas and you’ll probably take on tougher assignments and test yourself against the best people in your field globally.”

Lim says overseas Singaporeans are exactly the type of people who could bring global perspectives and skills into leadership roles if they return. “We need to continue to build the Singaporean core both locally and from returnees to meet the talent needs of the finance sector as Singapore banking continues to grow at a significant pace.”

But why would you return to Singapore if you were making it big on Wall Street? Lim says while many people move back primarily for family reasons, others want to take advantage of a comparatively buoyant job market. “To give just one example, data scientists are in high demand and short supply at banks in Singapore. If you have those skills and overseas experience, chances are there will be a more senior position waiting for you here,” says Lim.

The finance sector in Singapore is also becoming more dynamic, he adds. “When I left Singapore in the late 90s, the financial services industry wasn’t as developed as it is today, but now Singapore is in the top-five financial centres in the world. While I was away, I hadn’t kept in touch with some of the big developments in the country, such as the rise of wealth management, so I was surprised by the extent of the changes that had occurred. With the OSF group, we want to help overseas Singaporeans from falling into this blind-spot by keeping them connected to what’s happening in Singapore.”

Singapore “reinvents” itself as a financial hub about every five years, says Lim. “Unlike some other cities, it never stays static, which is another reason to consider coming home. Who would’ve thought a few years ago, for example, that our financial regulator would be talking about fintech so much. There’s more breadth and depth to the markets here now than there’s ever been.”

Have a confidential story, tip, or comment you’d like to share? Contact: smortlock@efinancialcareers.com

Morning Coffee: Why the smartest bankers are starting their new jobs this week. MBA humiliation at INSEAD

Summertime, and the job move news is coming in thick and fast.  Jill Schwartz to Barclays leveraged finance.  Baris Temelkuran from Goldman to BNP Paribas FX trading. Fabio Madar from Deutsche to Barclays FX.  Erika Brown to from Bloomberg Chief Diversity Officer to Goldmans.  And the list goes on.  These people, and many others, have picked what might be the smartest week of the year to start at a new employer.

Consider the realities of a job move.  You will usually be taking three months’ gardening leave (unless you were really unlucky and resigned from Deutsche) so it makes sense to be using it to get the best of the summer.  But August is the best month to be settling in and getting your feet under the table – business is quiet, people are on holiday and you can take your time fitting into the new role.  If you take an easy start over the slack period, you won’t be asking where the restrooms and vending machines are when September comes along and business comes back.  You also have four clear months to impress your new bosses before the end of the compensation year, and to make sure that clients don’t forget and vote for you under the wrong employer in the year-end industry surveys.

Timing a job move like this requires planning.  If you want the gardening leave to cover May, June and July, you clearly need to be resigning around the end of April.  That would mean having a job offer in hand at the start of April, allowing two or three weeks for salary negotiations, potential bid-backs and so on.

At the senior level, the interview process is unlikely to take less than a month from first contact to offer letter, and probably more like six weeks.  In fact, however hard you hustle and however competent the headhunter and desperate the new employer, it’s quite unusual for any search for a job move to be completed in less than three months.  All of which implies that if you want to hit the sweet spot and have the announcement of your move hitting the news a fortnight after Wimbledon, you need to start making your availability known early in January.

If you wait for the last of the Christmas tinsel to be cleared away, you’ll be either rushing the process or stretching things out into the dog days of summer.  If you wait to find out what the bonus round looks like (particularly at a European bank), then you’ll be way too late.  Do that and you run the risk of spending the summer holidays unable to relax because of interviews, then doing your gardening leave as the nights draw in and trying to start up your new franchise during the December party season.  Nobody wants to do that.  Take a tip from the smart guys.  They’re the ones showing up at the new office in the last week of July.

Back to school season at INSEAD will be a little duller this year, as the school has cancelled its “Welcome Week” tradition of playing pranks on the new MBA class.  This hasn’t gone down well with some alumni, referring to the new class as “Weicheier und Heulsusen” or “wimps (literally “soft eggs”) and crybabies”.  The feeling among alumni is that the practical jokes were innocent in nature. a necessary part of resetting the egos of some of the more self-important types coming from a corporate to an educational setting, and that “the only ones humiliated by the Welcome Week were those who were too full of themselves”.  Which might be true, but the thing about people who are full of themselves is … well, they’re full of themselves.  Two students complained to the Comité National Contre le Bizutage (the National Committee Against Hazing) and an official inquiry was launched into whether it was all as fine-spirited as everyone said.  In the meantime, INSEAD has cancelled the Welcome Week while the enquiry goes on, and for this year at least, European cadet MBAs will not know the joy of running until they vomit, in order to be considered for a non-existent sports team.

Meanwhile …

It’s best to start a new job after three months’ glorious gardening leave, but it’s a good week to be promoted internally too.  Rui Fernandes steps up as global head of equity derivatives structuring at JP Morgan.  An eleven year JPM veteran, he shows that you don’t always have to move around to get the top jobs.  (Reuters)

“Stockbroker by day, alleged Hell’s Angel enforcer by night”.  Haven’t we all known someone like that?  Paul Eischeid, who was uniquely well-regarded both at Charles Schwab wealth management, and in the Mesa, Arizona chapter of the infamous motorcycle club, is standing trial after fifteen years as a fugitive for a murder carried out in 2001.  (Washington Post)

Nomura made a Q1 loss and Christopher Thompson of Breaking Views is in a harsh mood talking about it.  “Delusions of adequacy”, “muppets of the market”, “pitiable” and “misfiring” are among the epithets being thrown around, with fixed income and equities sales & trading the “primary culprits”.  They weren’t good results, but really?  (Breaking Views)

The New York City Chief Medical Examiner’s office has had a commitment for the last 17 years to definitively identify all victims of the 2001 World Trade Center attacks with DNA evidence.  Most recently positively identified was Scott Michael Johnson, analyst at Keefe, Bruyette & Woods (UPI)

The lawsuit between one of the founders of hedge fund Snow Park Capital and a colleague who accused him of sexual assault has been settled, with no compensation paid (New York Post)

Benedicte Nolens of Goldman Sachs is joining Circle, the crypto exchange.  She is a former head of Risk & Strategy at the Hong Kong Securities & Futures Commission and now takes the twin titles of “head of global regulatory affairs” and “head of compliance” for the European and Asian branches. It’s potentially a timely appointment, as the previously crypto-friendly Swiss regulator FINMA is opening up a prosecution against Envion over its ICO (Business Insider)

Victory laps for Simon Baker of SocGen and for Brian Wieser of Pivotal Research, the only two analysts in the Bloomberg coverage file to have had a sell on Facebook.  Nervous explanations from 42 other equity analysts who had it as a Buy and, presumably, shruggie emoticons from the four Hold recommendations. (Bloomberg)

KPMG is serious about wanting to keep people going over the summer – last year they gave away ice cream, but this year it’s $500 gift cards and a barbecue package of Omaha Steaks.  They will also be letting staff leave at 3pm on Fridays. (Accounting Today)

JP Morgan has one of the poorest female representations on its board among the big banks, and under Jamie Dimon’s tenure, that seems to have stalled at two directors, as other banks have improved.  According to research, more equality at board level is correlated with better stock price performance, although it’s noted that JP Morgan has actually outperformed most of its peers.  Corporate governance professionals note that the House of Morgan has a few other issues too, with elderly male directors staying on for longer than usual at board level.  (The Street)

The #MeToo story at Pimco seems to be growing.  Despite the departure of risk management head Bill DeLeon, more allegations have been coming to light including two accounts of verbal harassment of female employees at the ISDA conference in April (Financial News)

It’s not just London … The Centre For Cities thinktank has pointed out that although London has the largest financial services cluster in the UK, smaller financial centres actually have a higher proportion of their exports attributable to the industry.  As a result of this, a bad deal on Brexit passporting and regulatory equivalence would proportionately be worse for Edinburgh, Cardiff, Leeds, Northampton, York and Norwich than it would for London.  (The report is focused on cities and so does not even mention Bournemouth, but presumably the payments and processing industry cluster based there would be affected too). (Bloomberg)

Rabobank, the Dutch agro-industry financial giant, is one of those names that has blown hot and cold on the investment banking industry over the years.  Earlier in the year it was growing its investment banking franchise in London after ending a JV with Rothschild, but it is now reaching the end of its lease on its offices on Thames Court and is looking for a potential move to smaller premises. (Financial News)

And finally, cats apparently have a symbiotic relationship with a parasite carried in their faeces which tends to make animals less risk-averse due to the brain cysts it causes if they eat or drink contaminated food or water.  This has historically mostly benefited cats when the affected animals are mice, but the humans are vulnerable to the parasite too.  And when humans are affected by toxoplasmosis, one of the things that they do to express risk-seeking behaviour is to …go to business school?  And according to a research paper studying the brain cysts of students, once they get there they are more likely to take management and entrepreneurship classes than finance and accounting.  Start-up founders are particularly likely to have cat parasites in their brains.  (New Scientist)

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 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.)

““

Goldman Sachs wants people to build a whole new risk and trading system

Goldman Sachs is going for growth in flow fixed income trading. When then-COO Harvey Schwartz presented his plan for the bank’s fixed income currencies and commodities (FICC) division last year, it was all about chasing corporate clients and becoming a bigger liquidity provider. In practice, Goldman insiders say this means the bank is going after flow revenues and moving away from its historic focus on structured products.

In the process, it seems Goldman is building a whole new team to build market making and risk systems for flow products in the fixed income market from scratch.

Titled ION Engineering, the team will be based in New York, London, Hong Kong and Bengalaru with positions currently being advertised in each city. It will comprise both technologists and securities professionals.

In adverts for the ION technology roles, Goldman says the new team has a mandate to, “design and build applications to power market making and risk management for standardized products in FICC,” and that the new systems will be designed from the “ground up,” across the “full application software stack.” Team members will work with, “salespeople, traders, and business stakeholders to design, build, deploy and monitor critical market making and risk management systems.”

We didn’t speak to Goldman Sachs for this article, but construction of the ION team suggests the bank is keen to maintain the momentum of the first half of this year, when its fixed income revenues rose 32% compared to 2017, and to compensate for the years of under-investment in electronic trading systems that allowed Morgan Stanley and J.P. Morgan to seize market share.

Historically, Goldman Sachs was known for its SecDB pricing and risk management platform, coded in Slang, its proprietary coding language. For ION, Goldman says it’s looking for people who are competent in Java and Javascript.

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 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.)


““

Lower pay at Goldman Sachs’ still-tiny office in Frankfurt

Goldman Sachs has just released the 2017 results for its business in Germany. For anyone hoping to move to the Frankfurt office post-Brexit and carry on much the same as in London, it’s a bit of a wake-up call. Goldman Sachs’ Frankfurt office is certainly growing, but last year it was still tiny. It also paid its average employee quite a lot less than the Goldman Sachs office in London.

While Goldman Sachs’ London office employed 4,688 people last year and paid them an average of  $523k (£399k), Goldman Sachs’ Frankfurt office ended 2017 with just 136 people and paid them an average of $459k (€359k) – 12% less.

The chart below helps to explain why.

While Goldman Sachs’ London office had nearly 1,500 people working in highly paid “institutional securities” (sales and trading) jobs in 2017, Goldman Sachs’ Frankfurt office was focused only on investment banking and investment management and support functions last year. As the chart shows, there were no salespeople and traders actually employed by the German entity at all last year – although up to 60 salespeople and traders have already been seconded across from Goldman Sachs International in London.

This could change. Although Goldman Sachs reportedly plans to fill all but a floor of its new office in London’s Farringdon, it’s also leased new space at its Frankfurt office and is reportedly looking to expand its Frankfurt headcount to 400 people as part of a broader strategy to boost its presence across Europe. 

Following the recent success of Paris at winning staff from Frankfurt, and after Richard Gnodde, head of Goldman Sachs International‘s, declaration that Goldman plans to move “tens” of bankers to the French capital this summer, Goldman’s latest results also contain some good news for the German city. – It seems that Goldman Sachs plans to convert its German entity into a Societas Europaea (a European public company) and to merge it with its French subsidiary Goldman Sachs Gestion SA. The move is expected to make Frankfurt the seat of Goldman’s operations in Europe and is likely to mean that the offices in other member states will likely be run as branches of the new entity.

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 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.)

““

After 20 years in finance, here’s my advice to all the young bankers investing in crypto

You’re an analyst or associate in an investment bank, so have you bought crypto assets yet?

Maybe you should’ve: there are a lot of young traders and investors out there.

However, as a banking MD with two decades’ experience, I’d like to repeat to you what Warren Buffett has to say:

Rule number 1: Don’t lose money.
Rule number 2: Don’t forget rule number 1.

Seriously every decade every generation has it bubbles, has its excitement. When I was 22 in 1999 it was tech stocks that were booming. Stuff was going up and down 5-10% a day, and you felt you needed to get involved. I remember opening a Charles Schwab trading account age 20 in University to start trading AOL and Yahoo shares. It went on like that for a while, and then it ended.

A few years later, I saw the same cycle in 2006 and 2007. Capitalism creates new ideas, those new ideas create excitement and a ‘gold rush’. That leads to prices up moving up. That leads to capital flowing in.

It’s a timeless cycle.

It’s not the only one though. There’s another cycle on Wall Street and that is fear and greed. Greed and fear. Rinse and repeat.

The beauty of being in finance for almost two decades is that you start seeing human nature everywhere. You start seeing the way people think, the way they behave. Yes, the technologies, the acronyms, the companies change, but human behavior stays the same and that is the beauty of markets.

My advice to you before investing or trading – either in crypto or anything else, is therefore to study human nature. Study human behavior. Study yourself: what’s making you invest in crypto? What’s got you so excited? Is it FOMO – fear of missing it out?

If it is, watch yourself. The beautiful thing I’ve learnt about FOMO is that markets always go up and down you are never going to miss out. If you find something really attractive now, follow it, understand it, track it, trust me you’ll get a good time to buy it soon.

The times when I’ve seen people really mess themselves up financially is when they’ve moved based on FOMO and made decisions based on envy and what they see other people doing. Forget about how much money other people are making. STOP think rationally. THINK honestly about what the right thing to do is right now. Ignore the herd.

If – after doing the work, using your best judgment and thinking rationally –  you still decide that you want to invest in crypto or anything else, then go for it.

A simple trick for slowing down your reptile, fear and greed-based brain and switching on your rational Buffett brain is to just write down your decisions. For example, I am buying Bitcoin now because….I expect this to happen, for this reason. I will get out if this happens, I will add if something else happens. A simple trading plan.

This is what the best traders and investors do. Outline their investment thesis and then test their predictions versus what actually happened. This is my advice to you.

The author is one of a group of senior bankers who blog at the site What I Learned on Wall Street (WilowWallStreet.com).

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 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.)

““

Viewing all 8687 articles
Browse latest View live


<script src="https://jsc.adskeeper.com/r/s/rssing.com.1596347.js" async> </script>