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KKR makes end of year junior grab from Goldman Sachs and Credit Suisse

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If you’re a junior investment banker working for Goldman Sachs or Credit Suisse, December is not the most obvious time to quit and move into a new job. But if private equity giant KKR comes knocking, maybe the offer is too good to refuse.

In the past couple of months, KKR has been opening its doors to a new round of junior hires. The $153bn buyout firm has poached juniors from Goldman Sachs, Credit Suisse and hedge fund BlueMountain Capital Management. Giulio De Angelis, an analyst within Credit Suisse’s leveraged finance team in London, joined KKR as an analyst earlier this month, as did Lorenzo Anolli, an analyst within Goldman Sachs’ telecoms media and telecommunications (TMT) investment banking team and Kristin Hall, who worked as a distressed debt analyst at BlueMountain. It also hired Bernardo Nogueira, analyst within Goldman’s natural resources team in London, in October.

Juniors don’t have as much accrued variable compensation as senior bankers to worry about when switching jobs at the end of the year, but it’s still a concern for some. Goldman Sachs still pays its analyst bonuses in the summer, but Credit Suisse moved across to paying its junior bankers on the winter schedule along with all the other ranks. Private equity firms have typically hired juniors during the summer to allay any fears of missing out bonus payments.

KKR also poached from a number of investment banks during the summer of 2017. Risham Saif, a leveraged finance analyst at J.P. Morgan; Marina Borissova, who worked in Commerzbank’s leveraged finance team; Alexis Augier, a Goldman Sachs analyst and Nicolò Della Casa, a McKinsey associate were all among the summer arrivals at KKR.
Private equity pay in London for analysts is on a par with large investment banks. Figures from Preqin suggest average compensation of $86.60k (£65k) for private equity analysts in 2017.

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


Meet the 10 most interesting new MDs in Citi’s ICG Group

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As we reported last week, Citi recently promoted a new round of managing directors (MDs). You can see the full list of 178 new MDs in Citi’s Institutional Clients Group here.

Citi MDs are very good people to know. After a year of exceptional performance,  Citi is looking like the top U.S. investment bank in the world.  If you want to get in with the next generation of Citi leaders, you might want to familiarize with Citi’s new MD class, starting with the 13 particularly notable members listed below.

1. Sonali Das Theisen, global head of market structure and data science, New York

Sonali Das Theisen is a woman to watch. A former CDS trader at Goldman Sachs, she joined Citi as a credit trader from Barclays Capital in 2013 and is now Citi’s global head of market structure and data science. As the bank’s huge credit trading business adapts to the world of machine learning, Das Theisen will be at the helm. In an interview last year, she predicted a “hybrid” trading model: “One where humans are still very much needed, but are informed in their decision-making by objective, reliable data on a scale not yet seen.”

2. David Mitchell, head of the quantitative analysis centre, Hungary

If you work for Citi in London you may not be familiar with David Mitchell. However, Mitchell is a man to know: he heads Citi’s market quantitative analysis centre in Budapest. 

Much as banks like Goldman Sachs and Credit Suisse are mining the quantitative talent on offer in Poland, Citi has been busy building a quant hub in Hungary. Mitchell’s promotion suggests the bank intends to focus more heavily on Budapest in future.

3. Matt Zhang, European head of ABS trading, London 

The baby-faced Zhang is Citi’s head of European asset backed securitization (ABS) trading. He joined the bank in 2007 after graduating from the London School of Economics.

Despite being promoted to MD at Citi, Zhang is making time to spend two years studying a real estate course at Cambridge University.  Citi ranks third in securitization trading globally according to research firm Coalition. 

4. Israel Halpert, tech banker, New York/San Francisco

Halpert is a rising star technology banker. Hired from UBS seven years ago after graduating with an MBA from Wharton in 2007, Halpert has worked on an impressive list of deals involving everything from Facebook to eBay and Softbank’s huge Vision Fund.  Citi set out to expand its coverage of large tech companies five years ago when it Ahired in Herb Yeh from Bank of America Lynch.  Halpert is testimony to the bank’s success.

5. Malte Hoppe, head of ECM for Germany and Austria, Frankfurt

Citi has chosen Frankfurt as the location for its EU-based broker dealer business after Brexit. As the U.S. bank chases secondary trading volumes in the eurozone, its primary markets business is likely to become more significant. As head of equity capital markets for Germany and Austria, Malte Hoppe will be the man bringing the volume to the bank’s German speaking equities business.

6. Sam Baig, head of electronic trading, London 

Citi hired Baig as its head of liquidity strategy in 2014.  The former head of European operations at Redi Technologies, which was acquired by Goldman Sachs, Baig has been at the forefront of Citi’s investment in electronic equities execution.  His remit includes includes machine learning and a product called OPTiMUS, which chooses the optimal algo to use for clients’ particular orders and trading strategies in light of market conditions.

7. Jia Chen, co-head of correlation trading, New York

35 year-old Chen is another star female trader in this year’s MD class. She joined Citi in 2005 after completing a dual degree in computer science and finance at the Massachusetts Institute of Technology. Chen has made a name for herself in the resurgent synthetic CDO market. Bloomberg describes her as, “a numbers-focused wonk with an uncanny understanding of the ins-and-outs of structured credit,” and, “a hard-nosed negotiator.” She left banking in 2009 when deals dried up after the credit crisis, but came back a year later.

8. Al S’Aeed, product manager of Citi Velocity, London 

S’Aeed is the London-based product manager for Citi Velocity, Citi’s institutional platform for FX, rates and credit trading. First launched in 2012 but updated frequently since, Velocity offers Citi’s clients access to proprietary research, real-time execution and post-trade services. Every bank is trying to improve clients’ experience of accessing research and execution directly and Velocity is considered one of the most innovative and best established products on the market.

9. Joseph Narens, high yield municipal bond trader, LA

Narens is notable for the speed of his rise. After graduating with a distinction from Harvard in 2009, he spent nearly three and a half years at PIMCO in NY before joining Citi in 2013. A credit researcher at PIMCO, Narens is now Citi’s co-head of municipal credit analytics and a lead high yield municipal bond trader

10. Lorenzo Leccesi, head of UK equity derivative sales and cross-asset solutions, London

Citi hired Lecessi from J.P. Morgan in November 2016. Little more than a year later, the bank has now rewarded him with a promotion. Citi is seeking to build its presence in equity derivatives trading after its former head resigned in 2016. Citi hired in Quentin Andre as global head of equities structuring for investor clients from Goldman Sachs in March 2017.


Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com
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The 11 questions you will always be asked during a financial services interview

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If you’re interviewing for a financial services job, you will of course be quizzed on technical expertise specific your role. Obviously, a risk manager will not be asked the same questions an M&A banker.

But there are commonalities across all interviews in financial services. The questions below almost always crop up, suggest HR and career consultants, and most people are so focused on presenting their expertise that they’re woefully under-prepared for them.

1. Why are you leaving your current role?

“I will always ask someone why they’re leaving their current firm and why they left their role before that,” says Gareth Hughes, head of HR at Royal Bank of Canada in London.

Purpose: To establish whether you’re the sort of flaky person who jumps from role to role and former employers are glad to see the back of.

2. Why do you want this particular role in this particular business?

Financial services firms want to know that you’ve done your research, and that you know how the company is developing and evolving.

“It sounds obvious, but few people really look into the role or the company and struggle to come up with something meaningful,” says Andrew Pullman, a former head of HR at Dresdner Bank and managing director of careers consultants People Risk Solutions. “The key is to come up with something current and interesting and then be able to turn the question around to the interviewer. I noticed you did this, can you tell me more about it?”

“I want to know why you’re here and what you’re looking for in a new job,” says Hughes.

Purpose: To establish whether you really want this job or are simply scattering CVs like birdseed.

3. Tell me about a situation you should and could have handled differently.

“Banks want to find out whether you’re trustworthy and whether you’re going to put your interests before theirs or vice versa,” says Roy Cohen, a careers coach and author of the Wall Street Professional’s Survival Guide. “They want to ensure you’re not going to embarrass them or cost them money.”

The key here is not to give an example that’s too close to home, he says. Talking about an interaction with a former colleague or manager, for example, gives a hiring manager too much to think about.

Purpose: With all the recent scandals, banks want to assess your ethical compass and also whether you’d fit in with the team.

4. Do you match our competencies?

Unless you work in HR, the word ‘competencies’ is probably enough to make you go to sleep. If you work in HR, it will probably be enough to make you spring out of bed. Given that HR play a key role in the interview process, you need to familiarise yourself with it either way.

“Most clients are trying to drill down to a set of competency-based questions that they can measure objectively against,” says one head of HR at a large bank. “Look at the company’s values and extrapolate from those values what their core competencies might be. For example, if a value is ‘client service,’ the competencies might be strong team focus, thinking outside the box, or being a self-starter.”

The head of recruitment at one major US investment bank says that at a senior level, interviews are all about this kind of stuff. “We’ll talk about the business, but it’s particularly about whether you’re a fit with the firm,” she says.

Having identified the desired competencies think of a few examples that illustrate why you embody them.

Purpose: To establish whether, based on past behaviours and actions, you have the ability to do the job and won’t irritate your colleagues.

5. What’s unique about you? How are you different to all the other people we are seeing?

Fundamentally, this is the age-old question about your strengths. “Most people won’t ask what your strengths are blatantly,” says another careers consultant, speaking on condition of anonymity. “They’ll often as what you can bring to the role, or what differentiates you.”

Purpose: To check you are not totally mediocre.

6. Walk me through your resume

Layoffs are a fact of life in most finance roles, so a patchy CV is not the impediment it once was. However, since the financial crisis ‘walk me through your resume’ question is more often phrased as ‘You have a lot of moves on your resume. Explain,” says Cohen.

“Never disagree, just go through each move and explain the reasons for it. You could have moved at the wrong time and been the first out. You may have been offered a buy-out that was too attractive to turn down. A wonky CV is very common now,” he says.

Purpose: To check you’re not the sort of person who makes fickle career decisions. Or the sort of person that people quickly regret hiring.

7. What would your colleagues say about you?

The aim here is to make you objectively think about your strengths and weaknesses, and the fact that they will be approaching your colleagues for references, says Pullman.

“I usually say something like, if I were to go out for a drink with your manager, what would he say about you? If we stayed out for a while, what will they really say?,” he says.

Purpose: To check that you’re not such a megalomaniac that you can’t see some flaws, or that you’re not someone with too many flaws to be offered the job.

8. What are your aspirations?

“You will always be asked where you see yourself in five or ten years’ time,” says Pullman. “They want to know where they want to be and how they will get there. They also want to know whether your aspirations are out of line with what they can offer.

Purpose:To establish that you are really interested in this role and don’t see it as a stopgap. And whether you’re just too over-qualified.

9. Why were you selected for redundancy?

If you have ever been made redundant, this will definitely come up. Think carefully for a reason.

Purpose: Ensuring you are not unemployable.

10. Do you have any questions for me?

“You should always have a question,” says the head of HR. “If people don’t, it worries me, big style.”

Goldman Sachs has some good tips for questions you can ask in its guide to interview success. They advise that you focus on the industry and trends, don’t ask about pay and benefits, and don’t ask anything that might make the interviewer feel defensive.

Purpose: To ensure that you are engaged, interested, and capable of initiating a conversation.

11. What are your three greatest accomplishments?

As cheesy as it sounds, banks want to know that you’re a goal-focused individual who can easily list some your tangible achievements. Preparing for one is easy, but you need a few others up your sleeve so you don’t appear over rehearsed, says Cohen.

“This can be identifying new revenue streams, finding solutions, or something outside of work,” says Cohen. “I often offer up the fact that – as a fire warden at the World Trade Center during the 9/11 attacks – I forcefully convinced some fellow office workers to exit when they wanted to stay in the office. They’ve all since thanked me.”

Purpose: To give you a chance to shout about your achievements within the right context.

Photo: Getty Images

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The sicknesses that strike investment bankers. And how to cure them

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If you work in investment banking you might get sick. Worse: you might get sick and not even know it. I was a managing director at a leading global U.S, investment bank and I saw plenty of sickness. I’m not talking about the kinds of viral illnesses that lead to endless days off in other industries. I’m talking about mental sickness. Low level mental illnesses that your doctor cannot cure. They’re insidious in banking.

There are three big illnesses that afflict most bankers. They can be overcome, but you need to identify them first.

1. The sickness of face time

Face time is a deadly disease. Worse, it starts attacking its victims early: sometimes as early as the first year.  You’ll know if you have it. Typical symptoms include being stuck at the desk at 11pm and being at the desk on Saturday & Sunday.

Face time is difficult to cure. The personal persona gets entangled with the work ego; extrication is almost impossible.

There are cures, but they might be painful. Take the weekend off. Turn off your phone at the weekend. Leave work by 7pm.

Remind what Seneca said on the bareness of a busy life and the sickness of acquiring by great toil what you can only keep by even greater toil.

2. The sickness of group think

This takes hold in older bankers. It’s dangerous and has been known to destroy entire departments if not entire banks. The symptoms include just doing things that everyone else does them, or doing things in the way that they’ve always been done.

Cure yourself: question what you’re doing. Also question whether there’s a better way.

Remind yourself what Thomas Watson (the founder of IBM) said: “Follow the path of the unsafe, independent thinker. Expose your ideas to the danger of controversy.”

3. The exhaustion of the hedonic treadmill

Lastly, the most insidious of all the banking sicknesses is exhausting attachment to the hedonic treadmill. 

If you’re not careful, you’ll climb on the treadmill and you’ll never get off. You’ll know you’re on it when you’ve been in banking for a decade but you have less than year’s living expenses saved up. You’ll know you’re on it when you’ve hated your job for a full decade but you’re doing it anyway because you need the money. Most of all you’ll know you’re on it when you love spending money, but you can’t stand the process of earning it.

Cure yourself. Cut your burn rate. Sell your 2nd car. Sell your second house. Stick with your first wife.

What I Learnt on Wall Street is an education focused business founded by an ex-Goldman MD and Family Office allocator. His firm has just launched: The 5 keys to unlocking a successful career in Finance, with the 1st class being held on November 23rd


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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Morning Coffee: The world’s most successful hedge fund manager is also a very good guy. Credit Suisse’s non-neglected bankers

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At 79 years old, Jim Simons has a few bad habits. One of them is continuous smoking. Another is keeping more than $7.5bn in an offshore fund in Bermuda . Following revelations of the latter, Simons has been keen to point out that the $7.5bn was simply parked and not used for the purposes of tax avoidance. Now, a new long profile in the New Yorker does a lot to rehabilitate his public image.

Simons is the founder of Renaissance Technologies, the incredibly successful quantitative hedge fund. He’s thought to be worth $18.5bn. Despite being retired he earned another $1.6bn last year (higher than anyone else in hedge funds). This isn’t coincidental, Simons set out to make money: as a student at Berkeley he tried FX and commodity trading before settling on quant trading. He has a $48m apartment overlooking Central Park, a $65m private jet and a 222 foot yacht. Yet, despite it all, the New Yorker suggests Simons is a nice guy who’s worst fault is to sometimes leave sentences hanging (“when you are as rich as Simons, people always wait for you to finish what you are saying.”)

The most conspicuous symptom of niceness is Simons’ foundation, run by Simons and his wife Marilyn. This is shoveling $450bn a year into charitable causes. The shiniest one is “Flatiron,” a nonprofit enterprise which aims to apply Renaissance’s analytical strategies to projects dedicated to expanding knowledge and helping humanity. Simons has hired astrophysicists, biologists, neuroscientists and mathematicians to work on projects that include developing medical treatments linked to DNA and understanding how the brain controls behaviour.

It’s not just the money though. Simons’, who has had his own share of personal tragedies in the death of two sons, comes across as the sort of archetypal “good manager”  in short supply in finance. “I like to recruit,” he tells the New Yorker. “My management style has always been to find outstanding people and let them run with the ball.” People like working for him. He’s kind of modest (in a way that you can maybe afford to be when you’re worth $18.5bn): “I was a good mathematician,” he says, “I wasn’t the greatest in the world, but I was pretty good.” And he’s fun: Renaissance bonding exercises have involved seeing who could ride a bike the slowest without falling off.

Simons is also what Marilyn describes as an, “information processor.” When he’s working on a mathematical problem his eyes glaze over and he starts grinding his jaw. As a child, he caused concern because he could be intensely withdrawn when, “thinking.” 70 years on, the New Yorker’s piece reads like an encomium. But Simons deserves some praise. Not every exceptional quant who’s exceptionally rich would remain so pleasantly human.

Separately, Credit Suisse announced its MDs last week. Financial News and Bloomberg note that rather a lot of them seem to be in global markets instead of the investment bank. In London, global markets MDs outweigh investment banking and capital markets (IBCM) MDs in the ratio of 3:1. The horror. Except, that global markets employees at Credit Suisse also outweigh IBCM staff in the ratio of 4:1. Credit Suisse’s investment bankers are not hard done by. Its women, however, are: there are more men called Mark or Andre on Credit Suisse’s MD list than women called anything at all.

Meanwhile:

In one prominent investment bank in the City of London, nearly every trader under 30 rallied behind Corbyn in the last election, according to a financier who did not wish to be named. (Financial Times) 

BlueBay Asset Management cut its exposure to sterling in half after meeting John McDonnell from the Labour party. (Financial News) 

Barclays’ just ranked top in the UK investment banking fee charts for the first time since 2012. (Financial Times) 

Centerview only has 39 senior bankers on its staff and is expected to make $13.5bn per partner this year. (Business Insider) 

A reminder: in the past three years, UBS cut headcount in Stamford by 30%. (StamfordAdvocate)

Sarvenaz Fouladi, a former Brevan Howard trader, is suing her London neighbours for having noisy children. (The Times) 

Barclays has rolled out a new artificial intelligence-based trading platform in Asia. (Finextra) 

How to be seen as an expert in artificial intelligence. (Medium)

Women make the most money in their careers at 40. Men make the most at 49. (Business Insider) 

The standing desk is not your friend. (Inderscience)  

The window seat to avoid on a plane. (NY Post) 


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.)

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Top macro traders at struggling Caxton Associates are being snapped up elsewhere

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One of the top macro traders at Caxton Associates in London, who left earlier this year as the hedge fund restructured after a tough period, has just re-emerged at Izzy Englander’s $35.3bn firm, Millennium Management.

Greg Knight, the former co-head of foreign exchange spot trading at Deutsche Bank who quit in 2012 to join Caxton Associates, was hired by Millennium as a partner earlier this month, according to new filings on Companies House. An experienced spot trader, Knight spent 17 years at Deutsche Bank and was promoted to co-head of spot FX trading at the bank alongside Philip Wood during a management reshuffle in early 2011.

Knight left Caxton in June as the hedge fund struggled with poor performance and cut fees for the second time in 12 months. According to reports on Bloomberg, Caxton is down by 12.5% this year to 5 December 2017 and is allocating more money to its chief executive Andrew Law in an attempt to stem losses and investor redemptions.

Knight was one of a number of high profile exits from Caxton earlier this year including Josh Berkowitz, its second largest risk taker, who left in June alongside six other portfolio managers.

Other significant departures at Caxton are also landing elsewhere. Jean-Luc Alexandre, the former head of emerging markets prop trading at BNP Paribas who joined Caxton Associates as a portfolio manager on its emerging markets and macro desk in 2014, left in August. He has just re-emerged at Symmetry Investments, the $4.1bn hedge fund spun out of Millennium Management in 2014.

Philippe Fourcade, another BNP Paribas prop trader who joined Caxton with Alexandre in 2014 and left alongside him in the summer, also joined Symmetry Investments earlier this month.

Despite its struggles globally, Caxton added nine portfolio managers in London last year and continued to poach employees from rival hedge funds in the first quarter. James ter Haar and GJ Prasad joined from Millennium Management in March. It made profits of £95.7m in the UK last year, up from £15.8m in 2015, and paid its partners an average of £3.75m.

Millennium, meanwhile, has continued to hire in London as 2017 draws to a close. Simon Statman, a former gas trader at J.P. Morgan who moved across to Citigroup in December last year, joined in November, as did Josh O’Byrne, a Citi FX strategist who joined the hedge fund in a similar role.

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

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Christmas rapture as hedge fund closure ejects top traders onto market

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It’s not every day that a hedge fund closes and ejects hundreds of highly desirable, highly talented traders onto the market. It’s even less often that this happens just before Christmas when most hedge fund headhunters are stuck in a quagmire because all the good candidates are refusing to move. The closure of Hutchin Hill Capital has therefore made headhunters’ Christmases in more ways than one.

“It’s like a Christmas bonanza,” says one London headhunter, speaking off the record. “Normally no one decent will talk at this time of year. Now, the market’s full of them – some of the Hutchin Hill people have four or five offers already.”

Founded in 2007 by Neil Chriss from Renaissance Technologies, Hutchin Hill managed $2.2bn. The fund lost 5.5% in the year to November, largely due to losses on its north American investment-grade and high-yield debt fund, which was closed in September. It subsequently shuttered all funds and returned investors’ money on November 30th 2017.

Hutchin Hill employed 121 people at its Seventh Avenue in New York according to a regulatory filing announcing layoffs following its closure. A further 19 registered people were based in London according to the Financial Conduct Authority (FCA) Register. All are now unemployed, and looking for something new.

In London, one of HH’s ex-traders says he hasn’t actually racked up the multiple job offers mentioned by headhunters, but that he’s looking and things should come through after Christmas: “There is interest out there but a bit early stage to say if it is real or not.” In New York, where the bulk of the traders were based, another headhunter says all the big funds are sniffing around: “Hutchin Hill had some very good quant guys and some very good equity long short guys in NY. There are also good rates traders in London,”  Millennium Management, Balyasny, Citadel and Bluecrest are all said to be interested, with Citadel and Millennium being, “very aggressive.” – “They’re cherry-picking the best portfolio managers,” says the headhunter in NYC.

Desirable ex-Hutchin Hill staff include Li Yang, a machine learning specialist who joined from Bloomberg in 2015, Ernest Baver, a former quant trader from SAC Capital, or Christophe Koudella, a senior quant hired from RBS in 2013.

Perversely, plenty of the fund’s employees joined in the past six months. Hutchin Hill increased headcount by 46% (six people in London) from June, with hires like Adrien Legallicier, a rates trader from Bank of America Merrill Lynch and Alessandro Cipollini, a macro portfolio manager from Argentiere Capital. Recent hires in New York include: Kiryl Mauryshchau, a data engineer who joined in July from J.P. Morgan; Andrew Goldberg, an FX portfolio manager who joined in July from BlueCrest, or Michael Solomon, an analyst who joined in July from the U.S. government. Jason Vivas, a senior trader in New York, is having a spate of bad luck: he joined Hutchin Hill in July after his previous fund failed to launch.

As ever, Hutchin Hill’s appeal seems to have been down to pay. There are no figures for compensation at the fund in New York, but in the year to December 2016, Hutchin Hill paid its highest earner in London £1.1m ($1.47m) and the average employee £831k. It was good while it lasted. Now, it’s up to the headhunters to clean up from Hutchin Hill’s demise.


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Why your chances of landing a job at Moelis are slimmer than ever

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In June. Moelis & Co celebrated its 10-year anniversary, and a lot has changed for the independent investment bank in the ensuing decade. That first year, it hired three students who started as analysts after they graduated. Now Moelis makes more than 100 graduate hires every year, although the odds of landing one of those IB analyst roles has shrunk since the volume of applications has increased significantly.

“We opened doors in June 2007, and we immediately began on-campus recruiting in September – initially we only had a small audience show up to hear our pitch,” says Michele Miyakawa, the head of human capital management at Moelis. “We knew we had to have the recruitment initiatives started and have the brand on college campuses nationally as soon as possible.

“When we first went on campus we hired three people – now we hire more than 100 entry-level bankers annually from undergrad and graduate schools as analysts and associates,” she says. “Now we take a very broad approach – we go to 30-to-40 undergraduate schools – and that’s the biggest shift in recruitment from the ’90s when everyone on Wall Street came from one of 10 schools. We get thousands of applications, but even so, it’s getting harder to compete for top talent on campuses, so retention and development of our entry-level bankers is a priority.”

Moelis hires investment bankers in the following product areas: mergers and acquisitions, recapitalization and restructuring, capital markets, financial institutions advisory and private funds advisory.

“We hire as generalists – that’s how junior bankers get the best breadth of experience across sectors and products,” Miyakawa says. “The millennials we hire have options, the ability to control the group they want to go to and focus in on, which is important.”

Moelis is hiring experienced investment bankers too

Moelis ranks 10th overall (and third among boutiques) in the U.S. M&A rankings and third in the global M&A rankings year-to-date (as of December 14), tallying 105 deals with an aggregate deal value of $2.17bn so far this year, according to Dealogic.

By the end of the third quarter, Moelis head had exceeded 700 employees, including 506 investment bankers, of which 115 are managing directors, across its 19 offices worldwide. In addition to its New York headquarters, the bank has been hiring in following U.S. offices: Chicago, Washington, D.C., Boston, Houston, Los Angeles and San Francisco.

In October, ex-Harris Williams & Co. industrial technology investment banker Jay Hernandez joined the bank’s Boston office as an MD and ex-Marlin & Associates, UBS and Deutsche Bank fintech investment banker Jonathan Kaufman join the San Francisco office, also as an MD.

This hiring has come at a cost – it spent $99.6m on compensation for the first nine months of this year, a 13% increase on 2016, at a time when most larger investment banks are cutting back on pay.

Moelis is planning to continue adding experienced candidates at a similar rate in 2018.

“Across sectors, products and regions, we feel that there is a lot of room for growth going forward,” Miyakawa says. “There is a lot of white space still left, even in the U.S.”


Have a confidential story, tip or comment you’d like to share? Contact: dbutcher@efinancialcareers.com
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Photo credit: SolStock/GettyImages
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The speed route to executive director at Goldman Sachs

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It’s promotion season in investment banks. Managing directors aren’t the only ones being informed of their new positions: vice presidents (VPs) and executive directors (EDs) are being bumped-up too. And in the case of the latter at Goldman Sachs, some interesting timescales are becoming apparent.

If you’re working in the investment banking division (IBD) of Goldman Sachs, you’re going to have to wait a long time to make executive director. Historically, people in M&A only hit executive director six and a half years after graduating. With analyst programmes now cut to 2.5 years, this might be syncopated to 5.5 years, but this is still considerably slower than in the hottest areas of the securities business.

One of this year’s ED promotions is a case in point. Marco Rebussi has just been promoted to ED in Goldman’s electronic equity strats business. He only graduated from Cass Business School (with a Masters in Mathematical finance) four and a half years’ ago. That’s pretty good going.

Goldman isn’t the only bank with a big discrepancy in the speed of promotion for its markets professionals versus its investment bankers. Cit’s recent promotions included Marina Bronstein, a FIG banker who’s worked at the bank for seventeen years, or Rob Jurd, an industrials banker who’s been there since 2002.

IBD was always the promotion slow track, but as banks compete to retain the best quantitative and electronic trading talent the discrepancy is becoming more apparent.

Rebussi joined Goldman as an associate from Deutsche Bank in June 2016. Plenty of others have joined Goldman as fully fledged executive directors this year. They include Will O’Brien, a former structured solutions professional from Natixis, who joined in October, along with Vincent Chavin, the former EMEA head of equity index and quant investment strategies structuring at Deutsche Bank.  As we noted previously, there was a rush of executive director level hiring in Goldman’s markets and technology business this year as the firm doubled its lateral hiring in an effort to overcome poor results.

Most banks already shortened promotion cycles for junior investment bankers in the past two years. But as IBD people look across to the even faster promotion timescales for traders and quants (and especially quant traders), they’re still likely to feel left behind. Investment banking is the slow track to career success. Quant trading is the exact opposite.


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Photo: Cebas/Getty

Here’s what seven top New York hedge funds pay

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Those running successful hedge funds haul in millions, if not billions. But what about the rank and file? Pay is high compared to most of the U.S, but not stellar when you only consider base pay. Maybe it’s all in the bonus. Anyway, here’s what we know about the base salaries (not including any bonuses) that seven of the biggest New York-based hedge funds pay.








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Photo credit: FilippoBacci/GettyImages

This is how much Facebook actually pays its people in London

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Thinking of leaving an investment bank to work for Facebook? If you’re in London, you’re in luck. Facebook recently announced plans to hire 800 new people for its U.K. headquarters in London’s West End. If you’re a tech person in banking, you might get a pay rise. If you’re a banker and you go to Facebook, you’ll probably get a pay cut.

Facebook U.K.’s most recent accounts, for the year ending December 2016, show that you don’t need to be an engineer to work there, although it helps.

Of 960 employees in London at the end of 2016, 537 were engineers and the remaining 423 were in sales, support and marketing. Moreover, sales, support and marketing are where the growth is: engineering headcount at Facebook’s UK operations rose 30% last year; headcount in sales, support and marketing rose at nearly double that rate (58%).

In other words, Facebook jobs aren’t only open to technologists.

While finance professionals with transferable skills in sales and marketing might be inclined to look for jobs at Facebook, however, they might be paid less. Average pay at Facebook in London (including pension and social security costs) is around £216k ($289k), around 57% of which is salary. At Goldman Sachs International, average compensation is £485k.

It’s easy to see why technologists at banks in London might be tempted by Facebook though. Although Goldman Sachs is said to have hiked pay for entry level engineers to $100k (£75k) in the U.S., juniors in London complain that it’s very hard to earn good money in banking. The arrival of hundreds of new and highly paid engineering jobs on banks’ doorsteps could yet turn out to be a major retention issue for 2018.


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Morning Coffee: This is why people really want to move to the buy-side. 40-something hedge fund manager’s curious claims of “integrity”

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Despite some misconceptions as to what’s actually involved, buy-side careers (in asset management )are enduringly popular among people disaffected with the sell-side (investment banks). If nothing else, this can be put down to the pay. Pay in the more desirable areas of the buy-side appears to be increasing. Pay in almost every area of the sell-side is doing the opposite. At least this is the expectation.

Take hedge fund managers (on the buy-side). New York search firm Odyssey Search Partners surveyed 500 of them and found they were expecting a 39% pay rise this year.  The average hedge fund trader thinks he or she should get a bonus of $562k for 2017. The average hedge fund sector head, partner, or portfolio manager thinks he should get $1.4m (a rise of 79%). In private equity, principals are expecting a more modest rise (9%) to a more modest $355k, but this is expected to be accompanied by payment of carried interest worth $3.2m every five years – ie. $640k a year.

The buy-side pays. Or at least people working there think it will. The sell-side, not so much.

The annual sell-side compensation survey from search firm The Options Group highlights the discrepancy. Based on “thousands of interviews” with people in investment banks, its findings are not pretty. This year’s prognoses are displayed in the chart below. They say that instead of a pay rise, most people in banking are expecting bonuses to fall this year, many by double digits in percentage terms. Escaping to the buy-side isn’t just about becoming an investor rather than an adviser; it’s about escaping the rout in sell-side pay.

Separately, hedge fund Autonomy Capital boasts about conducting business with the “highest level of integrity, honesty and performance,” but something seems to have gone awry with the personal integrity of its founder and chief investment officer, the ex-J.P. Morgan and Lehman Brothers trader Robert Gibbins. 47 year-old Gibbins (married) stands accused of inseminating a former Miss Germany (now single) after seducing her with promises of an ostrich farm. She says he gave her an STD, exerted pressure on her to have the pregnancy terminated and hired a private detective to follow her about. She’s suing him for $15m.

Meanwhile:

Prediction: Tidjane Thiam at Credit Suisse will be gone by the end of next year. (Financial News) 

Systematic internalisers are coming: “old-fashioned market-making, but within a new regulatory framework.” (Bloomberg) 

$150k for a live in “domestic couple” in NYC. (Business Insider) 

Man closes hedge fund after 21 years. “This can be a humbling business.” (PIOnline)

U.S. hedge fund that opened in London closes down again. (HFM Global) 

Inside Facebook’s Cambridge office: artwork written in binary. (WCVB) 


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Meet the ex-senior investment bankers trying to unlock tech millions

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When Greg Wright headed corporate finance in London for Merrill Lynch in the early-2000s, it was a simpler time for equity capital markets. While this year has seen a string of cancelled UK IPOs, companies back then were quick to sign off on going public.

“Investment banking is very different from the heydays,” he says. “We structured a billion dollar IPO for British Telecom within 30 minutes.”

Wright worked for Merrill Lynch for the best part of a quarter of a century, leading its financial institutions group in Europe before becoming head of corporate finance for Europe the Middle East and Africa (EMEA) in 2000 until his departure in 2003. He went on to become CEO of ThinkEquity, a boutique investment bank that was later acquired by Panmure Gordon.

A career investment banker, and craft beer fan who sits on the board of Melvin Brewing in Wyoming, three years ago Wright took a radical career departure – leading a fintech start-up that is attempting to create a secondary market for trading shares of private companies.

Wright is president of Zanbato, a start-up that allows hedge funds, mutual funds, family offices and PE and venture capital firms to buy shares in private companies, predominantly technology firms that have resisted the lure of public markets. Employees with shares locked up in big tech firms are given a platform to turn them into liquid assets – Uber, SpaceX, Spotify and Lyft are all trading there.

“My first day here, I had to get my own paper, my own staples,” he says. “I realised that in a 25 year banking career, I’ve never put any paper into the printer. I was used to having the seemingly infinite resources of a large investment bank, and then had to do everything myself. It was a big shock moving from Wall Street to a start-up.”

Equity options have long been a selling point of working for tech firms, particularly if you get in at the ground level and the company ends up going public. Snap Inc’s $33bn IPO in March created a clutch of 20-something billionaires, while Twitter’s 2013 IPO made 1,600 people millionaires overnight.

Snap might have been one of the big ticket IPOs this year, but it was also a huge flop. Its shares are $15.75 at the time of writing, down from $27 at the time of its launch. Another prominent tech IPO this year, the $1.89bn floatation of Blue Apron, has also floundered – it’s trading at nearly 60% below its offer price.

Nonetheless, tech IPOs have picked up in 2017. There have been 294 technology IPOs globally this year, according to data from Dealogic, worth $33.4bn. This is significantly more than the $14.6bn raised last year the highest number since the banner year in 2014 when $60.4bn was raised through 216 deals. Will Connolly, head of technology equity capital markets at Goldman Sachs told a recent internet conference: “We’ve actually seen an acceleration in the number [of companies] that are considering putting themselves in a position to go public [in 2018].”

But Christopher Fenichell, the former head of the credit solutions group at Royal Bank of Scotland and current head of Europe at Zanbato believes that fewer companies are willing to tap the equity capital markets for funding. He says that the average company going to IPO now has a valuation of around $1bn and is ten years old. The size and maturity of companies going to market has been increasing over the past 20 years, he says.

“Deeply engrained structural regulatory changes in the US, combined with globalisation have meant private companies no longer have the need nor urgency to IPO as they can obtain funding and stay private longer free of the burdens brought on by going public,” he says.

In other words, tech firms are questioning whether going public is worth the risk. This means there are seemingly huge tech firms that remain as private companies, and thousands of their employees who are rich on paper, but who can’t unlock their money.

Zanbato believes it is providing a solution to this. Its trading platform, ZX, was launched in December 2016 and Fenichell says that it now has 150 companies on the exchange, 50% of which are worth less than $1bn. He says there are “multiple billions” of bids and offers on ZX, and “100s of millions of secondary share transactions”.

Although it has pitched itself as a fintech start-up, Fenichall says that its aim is to essentially be a trading platform for private markets, and it’s had to jump through all the regulatory hoops. “Our aim was and is to be the regulated venue solution for a growing need: the liquidity of private markets,” he says.

“This is a trading platform for sophisticated investors,” adds Wright. “We’re aiming to build something impactful that solves the liquidity problem in this fragmented market.”

Fenichall says that he and Wright are the “two old finance heads” that have joined up with younger Silicon Valley types. So far, the firm has raised over $20m in funding including a $500k investment from Asia VC firm Vickers Venture Partners in November. “Our team comprises of bankers, coders, developers and data scientists, most of whom are under 30 years old,”Fenichall says.

50% of Zanbato’s 35 employees work in engineering or product developments roles, with the other half in compliance, operations and business development.

Wright and Fenichall are also drumming up new business, and Wright says it feels like going back to his deal-making days.

“In banking, the normal career trajectory means that over time you work on fewer transactions, to deal with management and strategy issues,” he says. “The great thing about the new role is getting back to the transactions – you get your hands dirty, deal with clients. It’s as good as it gets.”

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

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Another bank announced bonuses. But there’s a catch

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As the end of year approaches, more banks are divulging bonuses. The latest to go is Berenberg in London. As at RBC last week, Berenberg’s London bonuses seem surprisingly acceptable (given dire predictions for the sell-side). They are also paid entirely in cash, but… there’s a sting in the tail.

German-based Berenberg is a partnership 30% owned by the Berenberg family. The bank employs around 300 people in London across equities and corporate finance and has been growing in both the U.K. and the U.S. (where headcount is up nearly 50% this year to close to 50 people). Berenberg’s people have been informed of their bonuses on a rolling basis since last Wednesday and some London equities staff say they received substantial increases on 2016.

However, Berenberg’s generosity comes with a catch. Because the bank only pays cash and doesn’t have restricted stock bonuses as a retention mechanism, it operates a claw back. If you leave Berenberg within six months of receiving the bonus, you will have to pay it back in its entirety. Including tax.

The clawback is nothing new. Nor is Berenberg the only bank to use one. Jefferies also pays in cash and its clawback is notoriously punitive. If you leave Jefferies within 12 months of taking delivery of your bonus, you have to pay 100% of the gross amount back. If you leave Jefferies within 25 months, you have to pay back 50%. Leave within 36 months and you’ll pay back 25%.

Berenberg’s six month bonus claw back looks timid by comparison. It’s mitigated by the fact that senior Berenberg staff have a three month notice period which counts as ongoing employment when the activation of the clawback is being considered. As a result, it’s possible for senior Berenbergers to hand in their resignation in March and to leave in June without having to pay back a penny. Even so, it’s a reminder that there’s no such thing as unrestricted cash in banking now.


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I’m an MD in an investment bank. This is my Christmas pep talk to the team

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It’s been a tough year. As 2017 draws to an end, I’ll be glad of the festive rest.

This time of year can be exhausting for anyone, but in banking it can seem even more so. Year-ends create pressure to meet targets. Appraisals have to be completed and bonuses must be allocated. Instead of winding down, it’s often a case of winding up.

Winter burnout in banking is about more than workload, though. As the nights draw in, there’s a tendency for people everywhere to reflect upon their lives. All too often it seems that people in finance end up feeling inadequate. The financial crisis and its repercussions have taken their toll on our motivation: bankers are still vilified, still expected to justify our existence. Societal dislike chips away at self-esteem. It happens to us all.

At the same time, we’re expected to work harder than before with less structured career progression. I’ve been in this industry for nearly three decades and it didn’t used to be like this. Since the crisis, the emphasis has been on firefighting, on implementing new regulations and on trying to immunize ourselves against the next blowout. Everyone’s working flat out. Costs have been squeezed and employee development has fallen by the wayside.

I know a lot of you feel neglected and disappointed. Many of you haven’t been able to develop your careers the way you hoped when you started in this industry. You’re stuck and you’re confused about what else to do. You might feel that you don’t have any alternatives. It’s the big unspoken issue in banking nowadays.

While this might sound a bit bleak, there are things you can tell yourself to make things better!  Life is not predictable: your career may not have turned out the way you expected, but if you work in finance you’re very fortunate. By working in banking you’re also fulfilling a valuable social function which has been overlooked in the discourse about the crisis. There are three limited resources in economics (labour, capital and land). If someone wants to create something, they’ll need at least two of these. Banks provide the capital. This is our role: we are among the “creators”!!!

Christmas is about resting and reflecting. It’s also about being aware of your purpose. As the employee of a leading investment bank, you are doing something valuable. Remember this and use it as a mantra to increase your self-esteem and resilience in the year to come! Be thankful for all that you have. Have a good break. I’ll see you in 2018.

Roland Smith is the pseudonym of an MD who manages the derivatives trading business of a European bank.


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Voice-trading fintech firm Cloud9 is hiring from banks

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Cloud9 Technologies is one of a string of regtech firms offering technology to monitor investment banks’ trading teams, so it’s no surprise that it’s targeting sell-side firms as it builds its team. The start-up has backing from hedge fund mogul Steve Cohen, and has also been poaching from large investment banks.

One of those recent recruits is German Soto, its global head of corporate development, who joined in the middle of last year from J.P. Morgan, where he was an executive director within its strategic venture capital division.

“Before joining at J.P. Morgan, I worked in management consulting as well as private equity investing in later-stage financial services companies, and through that experience, I got a glimpse of some things that affected the industry and how startups could address challenges,” Soto says. “Around the crisis, it became apparent that there was going to be a huge need for compliance technology and regulatory technology.”

There are different departments at banks which use Cloud9’s technology, and the firm looks to hire people who have served in these roles: traders who want to use it to communicate with each other, compliance specialists who want to better monitor activities of the traders and archiving their conversations, and the technology administrators making sure the service is up and running. It’s looking to hire developers – with or without banking experience.

“The candidate profiles that we’re targeting for the first area of our traditional development team are primarily folks with experience with WebRTC and C-suite of languages, including C# and C++, but that is going to evolve, as we’re developing other applications on HTML5,” Soto says.

Like many firms, Cloud9 is looking for machine learning and data science talent as well. Knowledge of the Python programming language is a prerequisite.

“All of our analytics business is built off the use of AI, machine learning and deep learning, which are critical, so we’re looking to how we can grow our efforts there,” Soto says. “We’re looking for more junior candidates in that area, because we’re happy to do training there.”

Brian Hunt, the chief administrative officer of Cloud9, says the firm’s recruitment focus shifted.

“At the onset of the year, we were looking to build our core product out and expand our user base, so we hired UI and web-portal developers, mainly C#, WPF [Windows Presentation Foundation], HTML and JavaScript programmers, and back-end developers to scale the system, mainly Java and PHP developers,” Hunt says. “We’re always expanding our DevOps team, like any cloud-based company.”


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The big question for Goldman Sachs: did it over-fire?

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Goldman Sachs has had a bad run. In the first nine months of the year, its fixed income sales and trading revenues fell 23%, more than at any other investment bank. There are moves afoot to remedy this, but former Goldmanites can be forgiven a twinge of schadenfreude. Between 2012 and the second quarter of 2017, Goldman cut fixed income headcount by 20%. In credit alone, it cut headcount by 30%. And now, doom.

The roster of names who left Goldman in recent years is long, and the names on it storied. They include Tom Cornaccia the former global head of fixed income currencies and commodities sales; Peeyush Misra, a partner and veteran mortgage derivatives trader, Joseph Mauro, the former head of fixed income, currencies, and commodities European hedge fund sales and co-head of European macro rates sales; Peter Secchia, the former head of U.S. derivatives sales; Paul Huchro, the former head of U.S. flow credit and municipals trading; and Peter Selman, the ex-co-head of global equities trading. There are many more.

There’s nothing new about managing directors (MDs) and partners leaving Goldman: it’s been going on for years. But some of those who left the firm in the past few years suggest the firm cut more zealously than usual. The figures above, provided by Harvey Schwartz in his September presentation, seem to bear this out.

Senior people are almost never fired by Goldman Sachs. In GS parlance, they often retire. There’s no indication that those specified on the list above left against their will, although those below them may have done so.  Even so, many of the senior people who left the firm in the past three years have since reappeared elsewhere: Selman is joining Deutsche Bank; Huchro is already there; algo trader Asita Anche went to Barclays; Secchia turned up at Jefferies.

“I don’t know anyone that wants to go back,” says one ex-managing director MD. “They’re all getting on with other things.”

Having parted company with a generation of its most senior securities talent and suffering from declining trading revenues, Goldman is now busily hiring people back in again. The firm has doubled lateral hiring this year. The hiring sweet spot seems to be at executive director level,.  2018 will be the year in which this new layer of talent proves itself- or not.

In the meantime, Goldman needs to hope its former MDs and partners don’t excel in their new homes. Some seem happy to be away from Goldman Sachs. “Universal banks like Deutsche or Barclays have a better business model,” says one. “Lenders with balance sheet will win in the end.”


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12 ways to use the holidays to land a banking job in 2018

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The festive season is upon us and banking professionals are finally taking a break from the stresses of deal-making and regulatory updates.

But if you plan to look for a new banking job in 2018, don’t get too relaxed over Christmas. The next week could be the only time-off you have before banks start ramping up recruitment in the first quarter – so spend some time preparing for your job search now rather than waiting until you’re bogged down with work in January.

We’re not suggesting you focus your whole holiday on your career, but try to do some of the following:

1. Make sure you’re really happy to be working in banking

“Use the holiday and the symbolism of the new year to reconnect with your purpose in life,” says Fabrice Desmarescaux, a managing partner at search firm Eric Salmon & Partners Executive Search. “Many went into finance because it was glamorous and paid well, but other industries are overtaking it now. So if you’re going to stay and be actually happy, make sure banking connects with your values and gives you purpose beyond pride and greed. Take a quiet morning walk in nature and think: how am I helping my clients and colleagues? How am I helping to build an institution that I’m proud of? Who benefits from me doing a great job, and do I like the thought of them benefiting?”

2. Organise January catch-ups

Don’t just focus on formal preparation – use the break to organise informal catch-ups with your industry contacts in the early new year, says Anton Murray, director of search firm Anton Murray Consulting. “January is an excellent time for coffee meetings or quick catch-ups for a beer. Everyone is gradually getting back into work, so calendars are often more relaxed. And in January managers are considering who in their team is likely to move on, and how they will grow their business in the year ahead. You could end up meeting your next boss.”

3. Get your target list together 

It’s the first thing recruiters will ask you when you meet them early next year: which banks do you want to work for, and why? Don’t fall into the common trap of being unprepared – start your employers-of-choice list over the festive season. “Take time to investigate your competitors and potential new employers by reading up online,” says Nick Lambe, group managing director at recruitment company Links International. “Only once you’ve done your due diligence can you begin your target list and, more importantly, explain why you want to work there.”

4. Then look at how safe these banks are

“The last person in will be the first out when banks change their strategy, so when you’re researching banks over the holidays, look at their employment numbers for the last few years – see whether they’ve increased or decreased in your region,” says Kyle Blockley, managing partner of recruitment firm KS Internatonal. “I always get frustrated with candidates who’ve had, say, three roles in five years all due to restructuring. This shows a lack of research and commercial awareness.”

5. Add job descriptions to your profile

Expecting banks to poach you in 2017 on the strength of your online profile? Recruiters say candidates sometimes miss out on roles because their profiles only include job titles. “Your work history should also have a brief description about your role,” says Dylan Pany, head of sales trading at recruiters Selby Jennings. “For example, instead of writing just ‘equity derivatives trader”, write ‘equity derivatives trader: trading single stock options in the telecom, media and technology sectors.’ This allows recruiters and banks to see exactly what you do and makes it much easier for them to target you.”

6. Map your market 

If you plan to contact people in potential employers directly rather than through recruiters next year, don’t pester them with holiday-season emails – but do research their names and contact details. Market mapping now will save you valuable time when your job search heats up in Q1. “Always send your email and CV to a specific person within the bank,” says Blockley.

7. Look beyond 2018

Don’t get too narrow in your job-search preparation over Christmas. Briefly free from the daily grind, you now have a chance to develop a long-term career plan to cope with that inevitable ‘where do you see yourself in X years?’ question. “Establish where you want your career to go longer term,” says Ben Batten, a managing director at recruiters Volt. “Banks you talk to next year will want to see you have a plan and goals, and are not moving for overly fickle reasons like money or not liking your boss.”

8. Research recruiters over the holidays

You may already know a few recruiters, but are they really the best ones in your specialist field? Now is the time to find out. Do your research online or by talking to industry counterparts who’ve recently moved jobs using a recruiter, says Vince Natteri, a director at search firm Pinpoint.

9. Decide on your approach to counter offers

“Counter offers are increasingly common – retaining good staff is higher on banks’ agendas because it’s hard to get headcount approved to hire replacements,” says Pany. “Taking time to consider whether you’d accept a counter offer if you were presented one is important. If your answer is ‘yes’ then potentially your motivations for a move are not the correct ones.”

10. Set yourself a content goal for 2018

“One of the best ways to build your professional brand online with potential employers is to share and develop your own content that is relevant to your part of banking,” says Chai Leng Lim, a director of banking at recruitment firm Randstad. “This could be sharing your thoughts about an industry update or creating your own content to position yourself as a thought leader. Make it a goal for 2018 to create a list of articles you’d like to share or write about.”

11. Plan your networking over the festive season

“Come up with a new year resolution to join a certain group or initiative that would benefit your career and your contact base,” says Richard Aldridge, a director at recruitment company Black Swan Group. “Over the break research industry forums or groups of like-minded people. If you can’t find something then look up at friends from different banks and form your own group.”

12. Don’t do all of the above

If you do everything on this list you probably won’t have much of a holiday – so prioritise the preparation you think will be most helpful to your job search.


Image credit:vlado85rs, iStock, Thinkstock

Six steps you must take before quitting your job for a new role

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Leaving one financial services job for another is never an easy thing to do, and each step of the process of quitting to one employer before joining another requires a bit of thought. Here are the steps you need to take before you give notice and say sayonara to your soon-to-be-former colleagues.

1. Make sure you’ve thought through your next move

Whether you’re planning to jump from your current Wall Street role to the buy side, fintech, a cannabis startup, a dating advice service or another profession, you need to make sure that your landing spot is a good fit for you and that it’ll be all it’s cracked up to be.

2. Do research and read the fine print

Before you give notice, Janet Raiffa, an investment banking career coach, the former head of campus recruiting at Goldman Sachs and a former associate director in the Career Management Center at Columbia Business School, suggests doing your due diligence to understand the firm’s policy for employee departures.

“If you have access to very confidential information or are in a sensitive position, a company might ask you to leave sooner than you’d like,” Raiffa said.

3. Check the calendar and consider scheduling issues

One of the biggest steps to take before giving notice is to consider the right timing. Think about your pending departure and the impact it’s going to have, according to Maggie Mistal, career consultant, executive coach and founder of MMM Career Consulting. The most common strategy is to wait until you’ve received your annual bonus before resigning, but that is not the only factor to consider.

“For your current employer, is there a big meeting coming up that you are scheduled to run or is a client deliverable due that you were slated to finalize?” Mistal said. “For your new employer, is there a new project or team that has an urgent need for your skills and expertise?”

4. Negotiate with your current employer

Ask yourself: Do you need to give more notice or do you need to help transition your role? Are you accepting another offer because you genuinely want it and it’s the best time to leave the company, or are you simply feeling undervalued or underappreciated? If a raise and promotion would keep you satisfied at your current firm, then it can’t hurt to ask.

“If a change of title or compensation could keep you at your current company, I’d suggest trying to negotiate with your current employer based on the new opportunity,” Raiffa said. “Sometimes companies just don’t show their appreciation for an employee until they fear losing them.”

5. Negotiate with your future employer

Always negotiate with the firm that’s made you an offer before you accept it, and be willing to reject it if they aren’t willing to meet you half-way.

“You also need to understand your time frame for accepting the offer and try to do any negotiation and get any questions answered before you’ve accepted,” Raiffa said. “I know of people who have tried to negotiate salary or other benefits after they have accepted, and it’s rarely successful.”

Connie Thanasoulis-Cerrachio, a career coach and partner at SixFigureStart, urges professionals to clarify the status or negotiate explicit agreements for the following:

  • Stock options: What is your current state and what is the vesting period? Your new company should “make you whole” so you should have that discussion as soon as possible.
  • Benefits: When will your new benefits kick in? And are they as robust as your current benefits? For example, will 401(k) benefits be similar? Will you have to wait three months or a year until you can participate in that?
  • Bonus: When is your bonus payout going to be? Will the new company buy out your bonus so you don’t lose out on not getting a bonus after working hard for an entire year?
  • Get contact information: Nothing is more important than networking for your long-term career prospects, so make sure you have the contact info of the people you’ve worked with and keep in touch with the group after your departure.

6. Take a break

Before giving notice, make sure you take time to think through how much time off you’ll take between ending your current job and starting a new one.

Once give your current employer two weeks’ notice and get to the point of fixing a start date with your new employer, factor in time off for yourself in between jobs. Don’t sacrifice that for either your current employer or your new one, Mistal said.

“Taking time off between jobs allows you to slow down, rest, revitalize,” she said. “I’ve had clients who’ve not heeded this advice and only took a weekend off in between jobs.

“They started the new job with less energy and more resentment than if they had given themselves a break.”

Also, the time between jobs is one of the few times as an adult that you can truly relax without any work obligations – there’s no email to check, no one calling you, no project deadlines hanging over you, nothing that needs doing. Enjoy it.

Photo credit: GettyImages
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Morning Coffee: About those gigantic bonuses at Jefferies… New Brexit disappointment for bankers in London

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Jefferies hired a lot of people in 2017. Seems you should have been one of them…

Not only did the house of Handler add 121 people last year, but it paid extraordinarily well. Average compensation per head reached its highest level since 2008, at an average of $530k. That’s rather a lot more than Goldman Sachs, which was on track to pay $371k for 2017 at the end of the third quarter.

Jefferies’ big pay was fueled by Jefferies’ big profits, which reached $357m in 2017 versus just $15m a year earlier. Jefferies has successfully reinvented itself as an advisory house rather than a one-trick fixed income brokerage: it earned $1.8bn in advisory fees last year, compared to $617m in bond trading. As at other banks, fixed income revenues are going down; advising on M&A and capital markets deals is ascendant.

It’s not all jolly at Jefferies though. Those big bonuses come with punitive clawback conditions to dissuade people from leaving within three years. They also look a bit unaffordable. As Breaking Views points out, Jefferies has left the pay pack. Most banks now allocate 40% or less of their revenues to compensation; Jefferies has allocated 57%. This is nice for its staff, but not for its shareholders, who are nursing a return on equity of just 5.5% and a pre-tax profit margin of just 15.8%. If Jefferies just cut compensation to meet the 40% revenue ratio now used by Goldman Sachs, its pay per head would shrink to a more Goldmanesque $370k and its return on equity would be 12%. This is worth bearing in mind. After all, Lehman Brothers was notorious for paying enormous bonuses, and look where that got them.

Separately, Brexit won’t bring about a bonus resurgence in London. The EU’s top negotiator Michel Barnier has a message for any City bankers who were hoping to be free of the EU bonus cap, which restricts bonuses to two times salary (or 2.5 times in special circumstances): “Non.” Blame equivalence. If the UK wants to access Europe’s financial markets after Brexit, it will need to have exactly the same rules – bonus cap included. There had been hopes that the country might be able to negotiate a special agreement, but Barnier has now quashed them with his intransigence.

Meanwhile:

EU chief negotiator Michel Barnier explicitly ruled out a special deal for Britain’s financial services sector and said the decision to leave the EU single market rules out passporting arrangements. (Bloomberg) 

Blockchain excitement is the dotcom frenzy reborn. Rich Cigars, a cigar maker that trades on the over the counter market, jumped more than 2,000 per cent on a single day last week after changing its name to Intercontinental Technology and announcing an intention to enter the business of cryptocurrency mining. (Financial Times) 

Imprisoned Barclays trader has 14 days to pay $400k in confiscation fines relating to LIBOR. He earned $3m in 2007. (Bloomberg) 

Veteran hedge fund managers keep closing their funds. “They’re in a place in their lives in which they’ve accumulated a great deal of wealth — most of them are trying to figure out act two.” (Bloomberg) 

Hedge fund managers who donate to charity attract more AUM. (Bloomberg) 

BNP Paribas is moving 45 internal finance jobs from Paris to Lisbon. (Reuters)

ECM bankers’ egos validated: when top banker, Tom Boardman, left Barclays, the deal he was working on collapsed. (Financial News) 

Toys that teach your child to code. (New York Times) 

The best time to look for a job? A Tuesday morning in December. (BBC)


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