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I was an associate at Lehman Brothers. Then I had to wash my own shirts

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For a brief few months I was living the dream. After finishing my MBA I was an associate at Lehman Brothers in London. I was a single man, in a fancy flat (yes, I signed a year-long lease), with people washing and ironing my shirts for me.

Little did I know that my little bubble was about to burst.

There is an adage in banking: “An optimist is a banker who irons five shirts on a Sunday evening.” It’s a kind of stale joke, but in my case it’s proven sadly true. The lifestyle I thought I’d secured with my $90k MBA and my successful summer internship has been swept from beneath my feet. No job in finance is safe.

Up until the moment Lehman fired all its first year associates (we were some of the first), I’d congratulated myself on my wise decisions.

I did a 10 week internship at LEH in summer 2007. I started on the securitized product desk and then moved to the rates trading desk. The financial crisis was just starting, and the senior trader on the securitized products desk would barely look me in the eye – unless he urgently wanted me to fetch him a coffee or a sandwich. I bonded better with the senior trader on the rates trading desk – I never asked a stupid question or mixed up his lunch order and he gave me a decent evaluation. Even so, it was securitized products that gave me an offer.

In my wisdom I turned down the offer from securitization and went for Lehman’s generalist program instead. I spent most of this year congratulating myself on my excellent foresight: if I’d gone to securitized finance my job would’ve disappeared already. As a generalist, I figured I was safe. I was wrong.

I wasn’t the only one. Throughout my brief stint at Lehman, all the senior managers kept telling me how lucky I was. There was never a better time to join the industry. Us business school guys were a great and cheap resource who were especially valuable in tough times. We’d never get touched. Etc.

But when the stuff hit the fan, we were first on the firing line. Even though we’d only just arrived. Only just signed the leases on our expensive accommodation. Only just got a taste for laundry services.

So here I am, wondering how I will afford to live here. Washing my own shirts. I don’t wear quite so many these days. I’ve acquired a whole new level of knowledge about which detergent works best with my tap water, but I won’t share that with you here. I’m too busy looking for a new job to pay the bills. For the moment, I’d just like to share another nugget of wisdom with anyone who thinks they’ve made it: ‘When you can’t see the light, don’t get too arrogant. The train might be right behind you.’

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com
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Stefano Valerio is the pseudonym of a former Lehman Brothers associate 

This article was first published on eFinancialCareers on November 4th 2008

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Morning Coffee: Ex-banking VP discovers true horror of salaries outside finance. Crazy ol’ life of Tidjane Thiam

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The, ‘I was there when Lehman Brothers went down,’ stories are coming in thick and fast. The Financial Times has them, Bloomberg has them, even AOL. One of the best though is buried within the FT’s repository. It is a tale of toilets (washrooms) that went uncleaned, of staff buying up all the sweets from the vending machines, and of the realization that many other jobs pay nothing even vaguely close to banking compensation packages.

Kaori Shigiya was a vice president (VP) at Lehman Brothers. This was 10 years ago, but as a reminder, second year VPs are now earning close to £300k ($392k) and five years ago they were earning close to £260k ($340k), so £225k was a probable sort of pay figure for Shigiya in 2008. When her boss imparted the “worst news”, Shigiya says she and her colleagues went to the pub and drank vodka and tonics. For the next month they went into work anyway as they’d been told they might get paid if they did, but they sat there updating their CVs and using dirty toilets because the cleaners had realized they weren’t getting paid and were no longer attending to the filth. In the stress, Shigiya started grinding her teeth.

Eventually, she moved to Nomura. But it wasn’t the same. After (another) six years in the industry, Shigiya appended herself to her passion for sustainability and took at job as a financial sector policy advisor at Oxfam. She also took the mother of all pay cuts.

“My salary was lower than my secretary’s salary had been in the City,” says Shigiya. “It was lower than my own salary had been in 17 years.”

The average salary in the U.K. is around £28k. In the U.S. it’s around $45k. Both are far below the amount you will earn as a first year graduate trainee (analyst) in a front office banking job. If you leave banking mid-career, there’s therefore a fair chance you could find yourself earning less than you did aged 22, when you’d just left university.

Of course, it may still be worthwhile getting out. “When you work in the City, you get used to the money,” says  Shigiya. “And if you don’t have a strong reason to change, it’s tempting to stay because you get paid so well. Without the external shock of the crisis, I could easily have stayed there longer, getting increasingly disillusioned and unhappy.”

Separately, Tidjane Thiam, CEO of Credit Suisse, has been reflecting on his wild past. “In my first year at Credit Suisse I did take 250 flights — that was a crazy time,” said Thiam in a weekend interview with Swiss newspaper Sonntag, which has been widely reported elsewhere. Thiam also declared that he’s renounced the UK and moved to Zurich: “Switzerland is now my home, it’s a great country, and I feel good here. I have given up my home in London.” He’ll be hoping CS bankers are equally ready to move to Luxembourg, Paris or Frankfurt when the time comes.

Meanwhile:

Having Lehman on your CV can be a bonus. ““I thought it would be a bad thing….[but]..It is witnessing history . . . In interviews people always want to find out about it.”  (Financial Times) 

HSBC bankers have written a letter complaining bitterly about the incompetence of their boss, Robin Phillips, whom they want to be fired. “We are entirely fed up and demoralised, and have no confidence at all in the existing leadership…Robin Phillips and the existing management team should be immediately shown the door and their bonuses should be clawed back because they have been paid under totally false pretences…”  (Financial News)

Deutsche Bank is looking at moving 75% its estimated €600bn capital back home to Germany over a three to five year period. After radically shrinking and ring-fencing the UK business , it could be left with fewer assets than Deutsche’s U.S. holding company. ECB supervisors have told Deutsche’s top executives that a UK branch should be limited to serving corporates and retail customers in the host country, rather than exporting investment banking services across the globe. (Financial Times) 

Deutsche Bank’s supervisory board unanimously agreed to extend Garth Ritchie’s contract for five years. (Handelsblatt) 

Deutsche Bank is still letting go of senior people. – Greg Bunn, a co-head of the prime finance business, is leaving. Peter Selman, head of equities says he’s trying to build a super efficient business with a tightly constrained budget.  (Bloomberg) 

The longer Jamie Dimon hangs around, the greater the chances that Marianne Lake will become CEO of J.P. Morgan (mostly because she is younger than the other contenders). (Financial Times) 

CDOs and subprime auto lease asset backed securities are making a comeback. (Bloomberg) 

Take the test: How much do you know about quantum computing? (BCG) 

AQR Capital Management has appointed a head of machine learning for the first time in its two-decade history. It’s hired Marcos Lopez de Prado, among other things author of the textbook, “Advances in Financial Machine Learning.” (Bloomberg) 

The hideous life of Mark Wahlberg: ‘2.30am: wake up. 2.45am: prayer time. 3.15am: breakfast. 3.40-5.15am: workout. 5.30am: post-workout meal. 6am: shower. 7.30am: golf. 8am: snack. 9.30am: cryo chamber recovery. 10.30am: snack. 11am: family time/meetings/ work calls. 1pm: lunch. 2pm: meetings/work calls. 3pm: pick up kids. 3.30pm: snack. 4pm: workout #2. 5pm: shower. 5.30pm: dinner/family. 7.30pm: bed.” (The Times) 

The idea look for a female news reader: “Stereotypically heteronormative, not overly sexy, and predictable.” (Instyle) 

I’m a natural-born leader,” a date once proclaimed, before reminding me for the third time that he worked at Goldman Sachs. (Quartz) 

Nightmare of being a mother at Facebook: ‘When I told Facebook that I wanted to work from home part-time, the human resources department was firm: you can’t work from home, you can’t work part-time and you can’t take extra unpaid leave.” (The Times) 

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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Goldman Sachs MDs keep departing for hedge funds

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It’s happening again. Senior investment bankers at Goldman Sachs are leaving, before bonuses are paid, for hedge funds.

At least two managing directors and one executive director have left Goldman this months to join hedge funds. They include Dan Cleland-James, a former Goldman managing director and the head of synthetics and quant sales; John Ryan, managing director with securities division MBS; and Theodore Stamos, executive director for high yield and distressed credit.

Cleland-James has joined Millennium Management in London where he will look after business development, according to his LinkedIn profile. Ryan, who was based in New York, has become the chief strategy officer at California-headquartered Genesis Capital LLC. Both the MDs have about two decades of experience. Meanwhile, Stamos, who was located in London, has (curiously) joined Palmer Square Capital Management LLC as an analyst in Kansas, in America.

Cleland-James joined Goldman in 2014 from Barclays, where he served as a director and the head of equity finance group sales trading for over four years. Millennium arguably has a need to hire in London after losing staff to ExodusPoint Capital, the $8bn hedge fund set up by Michael Gelband, its former star fixed income trader, who keeps hiring his ex-colleagues.

Ryan spent over a decade at Goldman which he joined in 2008. Before Goldman, he was with Bear Stearns & Co. as a managing director principal for 11 years. Stamos joined Goldman in 2011, prior to which he worked as a portfolio manager and research analyst for high yield credit fund at Investec Asset Management for about two years and as a senior credit analyst at Blue Mountain Capital Management for about three years. Stamos’ migration from London to Kansas City isn’t quite as startling in light of the fact that he once studied music at university there.

It’s not just senior Goldman salespeople and traders who are going to the buy-side. Corrado Giovanelli, a former managing director at Credit Suisse, quit the Swiss bank this June to join hedge fund Incus Capital in Milan. Earlier this month, Laurent Henrio, the former global head of credit trading at SocGen left the French bank for Axiom Alternative Investments.

Goldman Sachs’ securities business has undergone a process of reorganization this year, following the departure of former co-heads Pablo Salame and Isabelle Ealet and the promotion of  Ashok Varadhan, Jim Esposito and – as of Friday, Marty Chavez – as their replacements. Incoming CEO David Solomon has shown a willingness to promote people from his own division (investment banking) to senior management positions. This may be fueling Goldman traders’ existing concerns about their pay and encouraging them to look elsewhere.

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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Mike Grimaldi still hiring former colleagues to top J.P. Morgan technology jobs

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Michael Grimaldi, J. P. Morgan’s chief information officer for its corporate and investment bank, has hired yet another former colleague for a top tech job at the firm.

Tom Waite, a senior technologist who was with Grimaldi at Deutsche Bank as well as Goldman Sachs, has joined J. P. Morgan as a managing director in London. Waite served as an MD in electronic trading at Deutsche until earlier this month.

It’s not clear at present what Waite will be doing at J.P. Morgan, but it seems probably that he’ll be associated with Athena, JPM’s Python-based risk analytics and pricing platform, given that he headed Bank of America Merrill Lynch’s similar system (Quartz) for two years before leaving it for Deutsche in August 2016. Quartz is BAML’s integrated trading and risk management platform, which was kicked off in 2010. Both Athena, which started operations in 2009, and Quartz replicate Goldman’s SecDB (Securities Database) evolved by the firm over the past 20 years.

Waite started his career as a programmer with Ernst & Young in 1990 and spent more than a decade in various tech roles at law firm Pinsent Masons, Univits, and London International Financial Futures and Options Exchange (LIFFE). He joined Goldman in 2001 and remained there for the next 13 years, including six years as an MD. He moved to BAML in 2014, where he was also an MD.

J. P. Morgan recruited Grimaldi last September from Deutsche, which he joined in 2014 to lead technology for its investment bank. Prior to Deutsche, Grimaldi spent 21 years at Goldman Sachs, latterly as head of its securities and equity research technology functions.

Grimaldi has a predilection for hiring former colleagues. In January, he recruited Jim Adams, another ex-Goldmanite who latterly worked a Deutsche, as a managing director, engineering and architecture services. Like Waite, Adams also worked at Goldman and Deutsche at the same time as Grimaldi.

Deutsche’s technology division looks like a fertile hunting ground for Grimaldi. Insiders there have complained of low morale as the German bank cuts costs. 

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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The new most precarious place to work at Deutsche Bank?

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Deutsche Bank is going to Frankfurt. Or at least its assets are: the Financial Times reports that the bank is moving 75% of its assets to the German city in the next three to five years as it becomes the primary booking hub for DB’s investment banking clients after Brexit. There’s no indication that this will affect jobs, but some people at Deutsche Bank are already looking askance at what comes next.

They include the 1,500 or so people currently working for Deutsche Bank in Birmingham. As Brexit looks and Deutsche Bank embarks upon the next phase of a cost cutting program intended to get costs below €23bn in 2018 and €22bn in 2019, some of Deutsche’s Birmingham staff are looking nervously over their shoulders.

“We’re concerned that Birmingham will seem replaceable,” says one insider in the Birmingham office, speaking off the record. “London will always be seen as the financial capital of the world, but Birmingham doesn’t have the same kudos with DB clients and a lot of the functions that we’re doing here could also be undertaken in India, Manila or Romania – particularly as Christian Sewing is cutting costs.”

Sewing hasn’t said anything specific about the Birmingham office, and Deutsche Bank declined to comment for this article. However, when Sewing first presented his strategy for Deutsche Bank in April 2018 he spoke of ‘rationalizing’ real estate costs worldwide, a statement some Deutsche Bank insiders have taken to mean that the bank is looking to consolidate operations in a few large offices. Concerned Birmingham insiders point to the fact that Deutsche already moved most of its Birmingham staff to a single office at Five Brindley Place in Birmingham last year, whereas previously it occupied both building five and building one.

“There’s a lot less hiring in Birmingham now than there was,” says the insider. “We also had fewer promotions here last year in comparison to London, and bonuses are lower.”

The corporate and investment banking team at Deutsche Bank’s Birmingham office is now run by Ashton Brown, a director who joined from RBS in 2014. Erik Simonsen, the former head of the corporate banking and securities division at DB in Birmingham, left the bank for a job in Los Angeles in mid-2016. Simonsen previously boasted that Deutsche had increased front office revenues from its Birmingham business by 150% and was planning a trading floor to seat 270 people. 

The consolidation of Deutsche’s Birmingham operations into a single building may well be the result of nothing more ominous than the bank’s negotiation of a new lease for five Brindley Place in 2015, making the occupation of one larger building an inevitability. However, it’s difficult to deny that Deutsche’s Birmingham recruitment has slowed: the bank is currently advertising just 13 jobs in the city, compared to 93 in London, or 20 in Romania, where the bank is building out a technology centre in Bucharest. 

It’s the latter that some Deutsche Birmingham staff are looking at with particular concern. Deutsche itself describes its Birmingham jobs as primarily concerned with risk, compliance monitoring, technology and infrastructure. As Sewing looks to rationalize locations in the UK both because of Brexit and cost-cutting, the fear is that Romania will be the big beneficiary. Suggestions two years ago that Deutsche was reviewing its UK locations because of Brexit haven’t helped, nor have vague rumours of the demise of the Birmingham office in October 2017. If Bournemouth is dreading Britain’s exit from the EU, maybe Birmingham should be too?

For the moment, though, there’s no indication that Deutsche plans to seriously prune its Birmingham operations. Nor, however, is there much sign of the 270 front office Birmingham jobs promised by Simonsen over two years ago. All of the 13 jobs currently being advertised at Deutsche Bank in Birmingham are for compliance, regulatory reporting and reward roles. Meanwhile, insiders suggest that some of the investment banking roles previously housed in Birmingham have migrated already. – Cesar Rodriguez Figuera, whom we previously flagged as occupying an unlikely Spanish coverage role out of Birmingham, moved to Madrid nine months ago, for example.

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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The big mistake of my hedge fund career: taking my wife on a business trip

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I’ve worked on the buy-side for many years now. As I’ve complained here before, they pay isn’t enough (it never is), but there’s one area in which they make it up to me: hotels.

Long years ago, when I was touring business schools, figuring out where to study, I stayed at Super 8s. Were they clean? No. Did they feel safe? Not really. Were they cheap? Definitely! Did I mind? Not at all.

Nor did I mind when, as a lowly associate on the sell-side, I stayed at cheap corporate hotels too. Now that I work for a Large Hedge Fund, however, I always go five star. This isn’t my choice – if I had it my way, I’d pocket the money and stay in the cheapest room I could find, but these things are always prepaid.

When you work on the buy-side, conference hotels are a major perk. The buy-side loves a conference, and when your life is spent following breaking news and working out how it impacts your positions, a conference can be a rare chance to unwind. In my previous life as an engineer, I got to take long breaks after projects were completed. These days, I don’t have projects and I don’t really have long breaks.  Earnings have a set schedule, but there’s no time period for breaking news. If you’re on the beach and a company announces a change in management, you have to pack-up and your nice relaxing day is ruined.

This is partly why I’ve only ever take a week off at a time on the buy-side. When I joined, I was told there are only two times when you’re allowed to take two consecutive weeks off. One is for your honeymoon (not sure if this counts for second or third marriages). The second is for a funeral, and it better be yours. With only a week off, it’s hard to visit a far-off country, especially when you can lose two days just from the travel

Conferences trips therefore are a small pleasure. They don’t last long, but they’re time out of the routine in a luxury hotel where everything is paid. Sometimes they are even overseas.

The temptation when you’re an analyst who works long hours with limited respite is take your spouse on these trips. One word: don’t. If you take your spouse to a hedge fund conference, your life will never be the same again. Believe me: I have made this mistake on your behalf.

Firstly, once your spouse gets a taste for these trips, you will never get to travel solo on them again. Secondly, you will not be holidaying together to make up for any holidays curtailed by market movements – you personally will be sitting in an air-conditioned conference room while your spouse is living it up in the five star hotel, probably at your own expense.  And lastly – and this is the key point – your spouse will get a taste for luxurious amenities and high-end service which will mean you can never holiday together in a budget hotel again.

Because of my mistake, I am now forced to pay-up whenever we go on vacation! You have been warned. Save yourself while you still can.

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

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Morning Coffee: $1bn hedge fund manager now regrets “wasted” life spent making money. And millennials are rejecting financial hub cities

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“I’ve wasted my time making money for the last 30 years and watching the body politic getting worse and worse”.  It’s quite a thing to say as an assessment of a hedge fund career that brought Crispin Odey to a net worth of over $1bn (£750m).  It’s not as if he’s been politically inactive during that period either – he was a major donor to the Brexit campaigns.  He’s also had quite a bit of fun with his money, including (apparently ironically) building a Palladian mansion for his chickens.

But right now, Odey is going through a fairly unique form of psychological pain, one which most of us will never experience.  That’s the anguish of making a load of money, but doing so in a way that you’d rather not.  After two absolutely awful years for his hedge fund, where a few high-conviction but losing trades destroyed years of accumulated investment returns, he has staged something of a recovery, and has the best-performing fund in Europe for the year to date.

The trouble is that a lot of this performance has been driven by shorting British stocks and UK government bonds.  And for this reason, it looks very much as if the financial returns are being driven by the problems caused by Brexit.  That’s quite an awkward position for a prominent Brexiteer to be in.  It’s not dissimilar from the way that Jamie Dimon must feel when he sees Donald Trump writing another tweet claiming the credit for a rising stock market and economy.

Odey takes it on the chin in his interview with Financial News; he says that “You’d rather the country was getting it right than you were getting it right… but you’re benefiting from the fact it’s their policy, not your policy, which is causing the problem”.  Which raises a few questions.  First, is he really saying that he’d rather be right than make money?  Successful hedge fund managers generally tend to prefer things the other way round.  And secondly, if a successful and outspoken man thinks that the politicians are getting it wrong and that they should be following his policy, what’s the logical next step?  In America, going into politics is a normal rich guy thing to do, but historically this has been regarded as rather below the dignity of a City gentleman with an architectural folly and some chickens.

The suggestion from the interview that Odey might go into politics, either by standing for election or by financing a breakaway new political party, ruffled quite a lot of feathers when it hit the headlines – not least among his investors, who might have been forgiven for worrying that the key man at Odey Management was getting distracted again, just as they were starting to get some of their money back.  So later in the day, he had to issue a statement to Bloomberg.

It was another graceful and humorously worded philosophical musing; “It is not true that I am planning to enter politics – I know my limitations and others know them better than me!”.  The statements about “the body politic getting worse and worse” and “you suddenly realised you’ve got to get involved again” were apparently small talk, about the difficulty of reading the political scene at present.  It is hard not to conclude that, over the course of the day, Mr Odey had time to reflect on the relative merits of different ways of spending the rest of his life, and that he came to the conclusion that making a billion dollars was not really as much of a waste of time as he’d thought.

When you’re at the start of your money making career, though, you tend to have less time for rumination on the state of politics and morality, and more in the way of pressing concerns like “can I pay the rent this month?”.  This is a problem that’s got worse and worse over the last two decades, particularly in the major financial centres of the world, and it’s now potentially reaching a point where the balance of incentives is finally about to tip.  The graduate intake at PwC, according to its chairman, is no longer keen to work in London – at a recent recruitment meeting less than a third of job applicants put their hand up to say that their ambition was to go there.

For London, read New York, or Singapore or San Francisco.  All the hub cities are so expensive for housing, transport and the general cost of living that it’s no longer as attractive as it used to be for juniors to spend a few years of house-sharing and ramen noodles while they climb up the corporate ladder.  For one thing, even shared housing and cheap beer are now potentially out of the budget of trainees on all but the best graduate programs. For another, the point at which you earn enough to buy a place of your own and start enjoying the urban lifestyle keeps getting moved further out into the future.  There are always going to be the super ambitious types who know that “if you make it there, you’ll make it everywhere” in the Big Apple.  But increasingly, the merely diligent and hopeful might see the trade-offs better in the lower-status towns.

Meanwhile …

Jamie Dimon, like Crispin Odey, has decided that making money is better than indulging a political ego and ruled out a Presidential bid in 2020, saying that he had made comments out of “machismo” and that he regretted claiming he could beat Donald Trump. (Bloomberg)

David Harding, the founder of Winton Capital, on the other hand, appears to have found a way to bring the twin priorities of “making money” and “having people listen to your political opinions” into harmony.  In an interview, he points out that one reason people should listen to him is that he and his company have payed £1bn of tax over the last decade. (Financial News)

Deutsche Bank is the latest big firm to give some guidance on its Brexit plans, which include potentially shifting €450bn of assets and relegating the London operations to the status of a branch. (Financial Times)

Meanwhile, UBS has chosen Frankfurt to be its post-Brexit European hub (Business Insider)

Credit Suisse have been on the carpet at their regulator’s office.  They were censured for failing to control a rogue trader in the wealth management division (identified by Bloomberg as Patrice Lescaudron) who lost over $140m for clients by doubling up on losing trades (Bloomberg)

CS were also criticised by the same regulator for failures of anti-money laundering controls in transactions involving the Brazilian and Venezuelan national oil companies, and with FIFA.  In neither case were there big fines (FINMA doesn’t seem to have the same powers as its peers in the regulation world), but to have two big regulatory black marks on the same day has to be reputationally damaging. (Reuters)

Elsewhere in regulatory news, Tan Boon-Kee, Deutsche Bank’s former APAC head of FIG banking, has been called in by the Commercial Affairs Department in Singapore to answer some questions about 1MDB. (Bloomberg)

He had previously been considered for the Deutsche Bank CEO job, but Richard Gnodde appear to be staying a Goldman Sachs, adding responsibility for all non-U.S. business to his current head of EMEA role (FT)

As the senior roles get reshuffled in anticipation of David Solomon officially taking the CEO job, the WSJ notes that the era of dominance of the top ranks by J Aron alumni is coming to an end (WSJ)

Blocktower Capital, a cryptocurrency hedge fund, is still growing and hiring new people despite the problems surrounding the asset category. (Bloomberg Quint)

An investigation suggests more serious issues in the whistleblowing process at Barclays, with four staff suggesting that their efforts to challenge misbehaviour were not adequately addressed.  Barclays has been taken to seven employment tribunals over whistleblower retaliation issues; although none of these have resulted in a judgement against the bank, this is more than its peers.  Barclays rejects the “unfounded and untested allegations” (Financial News)

And Kweku Adoboli has won a last-minute judicial review of his case, meaning that his deportation has been temporarily paused. (Guardian)

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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AQR Capital Management isn’t the greatest payer in London

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As hedge funds go, AQR Capital Management, the ‘$226bn giant of quantitative investing’ doesn’t pay super well. It doesn’t pay badly, but if you work there you’re not going to be sniffing at the heels of Cliff Asness, AQR’s founder – who has a net worth of $3bn and a distant history of raging at computer screens. 

AQR Capital Management (Europe) LLP just released its results for 2017. They reveal that the fund employed 31 people in London last year and paid them a total of £8.9m including employer’s tax and pension costs. That’s an average of £283k ($372k) per head, or £252k after taxes and pensions are removed.

While there are unquestionably many, many people in London for whom £252k would rightly be a small fortune, AQR is the sort of rarefied quantitative hedge fund that typically employs a small handful of people on exorbitantly large sums. What seems to be happening is that AQR is hiring, and that pay is falling – headcount went from 18 to 31 last year, and average all-inclusive pay fell from £322k to £283k in the process.

AQR’s pay doesn’t look quite so fancy, when you consider that M&A boutique Perella Weinberg paid an average of £331k ($431k) per head in London last year. Maybe relationships pay more than quantitative ability after all?

Of course, there are people at AQR in London earning more than this. They are the partners (‘members’), the most highly remunerated of whom got £2.3m last year. Three members shared £5.9m in total. One of them was Scott Richardson, a former professor at London Business School turned portfolio manager in AQR’s Global Alternative Premia group. Another was unnamed. Another was a whole new entity known as AQR Capital Management UK Services with around 19 employees. Opaque.

The good thing about AQR in the UK is that it does at least appear to be doing pretty well for itself. Last year, its turnover went from £13m to £19m and its profits went from nearly £5m to nearly £6m. The bad thing is that margins are clearly being eroded, which may account for the apparent squeeze on pay. Richardson’s former pupils could always ask some probing questions to find out.

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Banish all hope if you haven’t been able to find a job on Wall Street this year

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If you’re looking for a job in the securities industry in New York City and you haven’t been able to find one so far in 2018, you might want to reconsider your options. Wall Street is booming. If you can’t get a job now, you never will.

So suggests yesterday’s report on the state of the securities industry in New York City by state comptroller Thomas DiNapoli. Securities industry revenues are surging (up 8.6% year-on-year in the first half of 2018!). Securities industry pay is surging too (at $423k in 2017, average total compensation was at its highest since 2008) and profits are doing pretty much the same (up 42% last year). It’s not a huge surprise, then, that companies in the NY securities industry are also busy adding staff.

DiNapoli’s office says the New York City securities industry is on track to add 1,700 jobs this year. At the end of 2017, it employed 176,900 people – the most in a decade. 2018 will be another post-crisis record for NYC securities employment. This is about as good as it gets.

If you can’t get an NYC securities job despite the balmy climate it’s probably because you’re not the only person who wants one. Competition for roles paying an average of $423k a year is brutal and you’re not just up against other New Yorkers. DiNapoli’s report says immigrants, mostly from Asia and Europe, make up one third of the NYC securities workforce, and that 38% of people working in the New York securities industry commute in from outside New York City – mostly from New Jersey (20%), Long Island (6%), Westchester County (also 6%) and Connecticut (3%).

DiNapoli’s report also contains hidden information on how to get in with big earners at the top of the securities industry who might help you find a job. – You should take a ride on a Connecticut commuter train at 6am or earlier. – 55% of NYC securities professionals working in Connecticut earn more than $250k a year, compared to just 25% of the overall total. Connecticut is where the managing directors live. You might also want to hit sales roles – 18% of people in the NYC securities industry are classified as ‘sales agents’ and another six per cent are sales supervisors. Only 8% are classified as financial analysts. Reframe your job search accordingly.

Photo: Getty

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Big pay at PJT Partners London, despite big loss

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The latest accounts from the European operation of M&A and restructuring firm PJT Partners are further proof that it makes sense to work for a boutique if you you’re an investment banking professional. They’re also proof that an absence of profits need not preclude very generous pay.

PJT Partners (UK)’s results for the year ending 31st December 2017 show the firm employing 121 people, up from 107 a year earlier. 88 were in front office ‘sales’ jobs; just 33 were in admin. PJT’s total spending on pay, pensions and employment taxes included, was £64,565,595, implying average pay per head of £534k ($701k). Absent employment taxes and pensions, pay per head was £477k ($623k) for last year.

Either way it was pretty good. Pay in London seems to be on a par with pay at PJT globally: as we reported in July the boutique is on track to pay its 460 or so people around the world an average of $750k this year.

What’s surprising, is that PJT paid this generously in London despite making a loss of slightly over £5m on revenues of £71m. It could have been worse: in 2016, PJT’s UK operation made a loss of £18m on turnover of £49m.

Senior staff there are sort of feeling the squeeze. In 2017 PJT’s highest earning UK director took home £2.4m. In 2016, the highest earning UK director took home £3m. Woe.

Things might get worse. U.S. analyst James Mitchell at Buckingham research has a sell note out on boutique banks after a tough third quarter (although he thinks the current M&A cycle has further to run). PJT Partners’ people might want to save their generous pay just in case.


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This is what you actually do all day as a systematic trader with a hedge fund

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Some of the best jobs in contemporary trading are for systematic traders working with quantitative hedge funds. These are traders who design trading strategies using computing models, which trade automatically. It’s a job that might sound low maintenance – you design one successful computer algorithm which trades for you and the job is done. This isn’t exactly the case, says Robert Carver, the former head of quant trading at AHL, who outlines a typical day.

07:25 Get train to the office

When I worked for an investment bank I had to be at my desk for 07:30. But most systematic traders don’t actually trade – their systems are fully automated. So there is more flexibility around working hours: because it’s a creative job it’s better to work when it suits you.

8:15 Arrive at the office: Check overnight risk, market news, and strategy profit & loss

This part of the job is the same for all traders. I managed a team and we took turns doing this relatively boring but important task. Too many ‘quants’ get caught up in the abstract world of financial models and lose touch with the market.

9:00 Daily scrum meeting

At systematic funds traders work closely with software developers. We even adopted some of their working practices – including this meeting. Every morning we discussed what progress we were making and what was holding us up. This meeting is sometimes called a ‘stand-up’: nobody is allowed to sit down – which ensures it’s is over quickly.

9:15 Work with new source of data

Data is the lifeblood of the systematic trader, and new sources of data are always appearing. But using new data isn’t straightforward. The data has to be sourced, we have to work out how to feed it into our databases, and it will probably need to be cleaned to remove erroneous entries.

10:00 Client meeting

We had a dedicated team of client managers, but as a senior manager I still had to show up for meetings with more important customers. My everyday clothing was jeans and casual shirts, but on days that clients visited I would don a suit and tie. Clients were usually interested in new ideas, and we were quite open in discussing them. The more information you can give about your strategies, the more likely you’ll get investment.

11:00 Strategy testing

Once you have some data the next step is to test and develop a trading strategy that uses the data. This is probably the most exciting part of the job – nothing beats the “Eureka!” moment when you find something new that appears to be profitable. However this is just the beginning: the strategy has to be thoroughly tested to make sure it is robust.

12:30 Lunch

At lunchtime I would head downstairs to our office canteen. The menu changed every day, and there was even a bar (sadly not open at lunchtime – probably a good thing!). If I was really busy I just grabbed a sandwich to eat at my desk, but there was usually time to sit down and catch up with some colleagues.

13:30 Writing up research

All research has to be written up before the idea can go further. It’s also important to document ideas that didn’t work – otherwise someone else will waste time trying the same idea.

15:00 Research review meeting

Some funds operate in “silos”, where you develop your own ideas and keep them secret. But I worked in a colloborative business where we worked together and shared information. This helped improve good strategies, and made it less likely that bad ideas would be implemented. The downside of this is that there a lot of meetings!

16:00 Pair programming with developer

All systematic traders have to be able to code, otherwise you can’t manage data or test strategies. However it’s unlikely that the prototype code written to test the strategy will be robust enough for trading with real money. Professional software developers code up the “live” production algorithm, working closely with the traders.

17:00 Implementation meeting

Actually putting a strategy into live trading is a team effort involving people from all over the business including technology, operations, compliance, risk and many others. Systematic funds don’t usually have the “rock star” mentality of other hedge funds where star traders get all the attention. Everyones contribution is important and acknowledged.

18:00 Leave the office. Read on the train home

The journey home was an opportunity to catch up on the latest academic research. Hopefully they would inspire me to dream up a new idea whilst I slept.

Robert Carver is a former head of fixed income at quantitative hedge fund AHL. Now retired he never has to wear a suit, but still systematically trades his own account. He is the author of ‘Systematic Trading’ and ‘Smart Portfolios’.

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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Morning Coffee: How children destroy your banking career in your 30s, what to do about it. The hottest product area to be in right now

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Nearly everyone in banking who has a family would agree that one of the biggest drawbacks to the industry is the extreme difficulty of combining the stress and long hours of the financial world with anything resembling a normal family life. An article in the FT at the weekend (which we missed at the time) describes a typical case history involving a Banker Mum and a Banker Dad with late night conference calls interrupted by crying babies, the extreme expense of childcare and the inevitable career damage done by the lack of understanding common among top management of any concept of work-life balance.

So far, so predictable. Equally predictable in the FT’s account is the more damaging effect of parenthood on the career of Banker Mum than Banker Dad. What’s notable, is why. – While Banker Dad keeps working full-time and gamely tries closing a deal with a screaming baby on his shoulder, banker mum goes part time and works four days a week. Like many women in this situation, she leaves work every day at five but logs on again to deal with the U.S. when her children are asleep. ‘She may have been paid for four days’ work, but there was no doubt in her mind that she was working five,’ observes the FT journalist. It wasn’t long before the night work also leached into her day off.

While Banker Dad remained on track for banking promotions, the payback for Banker Mum’s flexible working arrangement was, ‘any hope of a pay rise or a promotion.’ The bank appeared to have no interest in her progress and Banker Mum avoided saying anything for a long time for fear of being branded a moaner. Having two small children under five not only involved her giving up 20% of her pay when she went part-time; it also meant derailing her career indefinitely.

What can be done? The FT is short on solutions, but the story is reminiscent of research published three years ago in the Harvard Business Review, which suggested the best way to work shorter hours is simply to do less – not to put yourself on a part time track. Men commonly do the first; women more commonly do the second.

When you overtly ask for a reduction in hours, you put yourself inexorably on a “part time track.”  You are so grateful to your employer for allowing a little bit of flexibility that you make sure to go over and above the requirements to demonstrate commitment to making the arrangement work.  And finally, you effectively give up on the labour market, assuming that no competitor would ever offer the same working conditions.  So you end up in a situation where you’re doing five days work or more a week, getting paid for four with a bonus potential that looks more like three.

This is not ideal, which is more like working four days, get paid for five and still expect a bonus of six.  The key is to remember the old proverb “he that hath once got the fame of an early riser, may sleep till noon”.  A few ostentatious displays of dedication, crazy all-nighters or long haul trips at the strategic moment can buy you a lot of space for being not-quite-available at later points.  Since a parent with a newborn is likely to be awake at odd hours of the morning for the first few years, take the opportunity to have a couple of email conversations with people in the Asian office to underline the fact that you never switch off…

Separately, one sector that seems to have leapt off the naughty-step and gained a gold star in 2018 is structured equity products.  This area is one of the top revenue sources for the banking industry this year, and there has been a spate of senior hires at banks that want to staff up.  Sophie Franklin has gone from Deutsche to BNP Paribas and Graham McClelland from Goldman Sachs to Morgan Stanley, both at the MD level.

The products that are making the money are classic “whole bank” exercises; they’re bespoke transactions with a significant advisory element, which include loans to corporate and HNW customers, with equity kickers that improve the return in some states of the world while reducing the borrower’s risk (and increasing the lender’s loss) in others.  It’s a beast that’s capable of biting its keeper; a lot of the losses associated with the Steinhoff accounting scandal in Q1 were associated with equity-linked loans, for example.

The skill set is quite rare; successful equity structurers tend to have a good grounding in financial engineering, but also to be able to deal with legal issues and to negotiate a watertight contract.  They need to be team players to work with the advisory and markets divisions, but also to be risk takers.  If you can do all that, the market’s looking good for you right now.

Meanwhile …

Andrea Enria of the EBA has given some rare good news for UK-regulated banks going into Brexit.  The European authorities have consistently said that they are not keen on the idea of “back to back” transactions, where a trade is booked into a European subsidiary but immediately offset so that it can be risk-managed out of head office.  Mr Enria has now clarified, though, that there is no prospect of an outright ban of these transactions (which are sometimes necessary for emerging markets trades), as long as they don’t go so far as to turn the EU entity into a meaningless brass plate (FT)

Jamie Dimon appears to be benefiting from what Crispin Odey didn’t quite grasp but Tidjane Thiam intuitively understood – it’s much more flattering to have other people say you should go into politics than to suggest it yourself.  Gary Cohn, the former Goldman banker who joined the Trump administration, thinks Dimon would be “phenomenal” as a candidate. (Bloomberg)

One man boutiques strike again – Simon Robertson Associates (the “Associates” means former JPM Cazenove chairman Tim Wise) have the advisory mandate for Jardine Lloyd Thompson, which is being bid for by Marsh & McLennan.  It’s a $5.6bn deal, which puts it in the top ten year to date. (Financial News

It’s not necessarily wholly surprising, as staff are cut and outsourced in finance, but it’s still something of a milestone for WeWork that they are now the biggest renter of office space in Manhattan, knocking JP Morgan off the top spot (WSJ)

Analysis of data from the New York State Comptroller shows that in New York, average total comp at broker-dealers was $423,000, up 13% on last year but still below the 2007-8 peak. (FT Lex)

Finally a “Ten Years Since Lehman” story with some good news in it. The world of finance’s loss was the world of gourmet ketchup’s gain, as a trader made redundant from the firm’s Japanese business used the opportunity to set up “Sir Kensington’s” (Forbes)

Olaf Scholz, the German finance minister, gave a speech in which he called for consolidation among Europe’s banks to create a Euroland champion that could accompany global European corporates and develop the capital market (Reuters)

Longread of the day is Michelle Celarier’s profile of veteran short-seller Jim Chanos (Institutional Investor)

Kay Swinburne, one of the MEPs responsible for MiFID II, has said at a conference that the industry should not expect a “MiFID III” for quite some time (The Trade News)

At start-up firms, the pay gap might be less important than the “equity gap”; female employees get only 47% as much stock as comparable men. (WSJ)

And Deutsche Bank’s Employee Giving Day this year is inviting staff to contribute a day’s pay to support a research lab’s work on blood cancer (Fundraising)

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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BlueCrest hired one of Credit Suisse’s top EMEA quant risk professionals

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It’s not just portfolio managers and analysts who get jobs with hedge funds. Michael Platt’s BlueCrest Capital Management just hired one of Credit Suisse’s top risk professionals in Europe, the Middle East and Africa.

John Elder, the former head of market risk methodology for EMEA and APAC at Credit Suisse, has just joined BlueCrest as a quantitative risk modeler in London.

The could be construed as a demotion – Elder no longer appears to be head of a team. However, BlueCrest has a reputation for generosity. Traders there are allegedly paid 20% of their pnl and average pay per head is in the region of £350k ($460k) a year. Quant risk professionals may be paid less, but Glassdoor suggests BlueCrest has paid a quant risk contractor £78 an hour.

Elder, who has both a first class degree in mathematics and a DPhil in mathematics from Oxford University, has spent most of his career at Credit Suisse. He joined the bank after graduation and spent nearly 15 years there until 2016, when he left for Morgan Stanley. Elder only spent 10 months at the Swiss bank before returning to the Credit Suisse fold. And now he’s left again, less than two years later.

Elder describes himself as a senior quant modeller with expertise across pricing and risk. He’s not BlueCrest’s only recent hire: the FCA Register shows that the fund has also brought on Ian Walker, who left RBS’s government bond desk in June. 

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David Solomon’s quiet hiring party at Goldman Sachs

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Goldman Sachs may be about to have a new man at the top. It may have already a new CFO, new heads of securities and a new set of executives drawn from the investment banking division (IBD). But it’s still got the same old-but-new strategy of stocking up on senior talent from outside.

Since the start of August, Goldman has added 29 executive directors (EDs) and managing directors (MDs) globally according to people who’ve updated their profiles on LinkedIn. Eight of the new hires have been MDs.

Solomon won’t officially be CEO of Goldman Sachs until Lloyd Blankfein resigns, but his stamp is firmly imprinted on the new hires. Five of the new managing director hires are in M&A, with four in New York City, including Max Ritter, the new head of Latin American M&A who joined from Morgan Stanley, David Hammond, the former global head of metals and mining M&A at Credit Suisse, Rebecca Kruger, a former MD in Citi’s power business, and Steven Nielsen, the former head of industrial technology investment banking at BMO Capital Markets.

In June, Solomon said Goldman was going after 1,000 new banking clients and that the firm had hired 20 new “senior lateral” bankers in the past year to help pursue them. In this sense, the new banking MDs may be more of the same.

Also more of the same is Goldman’s ongoing demand for executive directors. The firm is chasing $5bn in additional revenues by 2020 and is recruiting externally to help achieve its aim. Last September, now ex-COO Harvey Schwartz made a presentation revealing that Goldman had doubled external hiring to its fixed income division. Recruitment was ongoing in the first half of this year, with executive director and vice presidents (VP) the sweet spots.

As 2018 moves into the final straight, Goldman seems to be hiring executive directors – the notch below MD – with particular enthusiasm. As the chart below shows, the securities division remains the hiring sweet-spot, with the addition of people like Sai Dharmayogan, the former head of execution and advisory at Citi, who arrived in August – presumably to help Goldman hone its electronic trading offering.

The ongoing flurry of new hires suggests that Goldman Sachs is going to be more populous than ever during the reign of CEO D-Sol. The ball is already rolling: when the firm announced its second quarter results a few months ago, it revealed the addition of nearly 4,000 people between June 2017 and June 2018, a headcount increase of nearly 11%.

Less promisingly, the thousands of new staff have coincided with a squeeze on pay, which has generated both departures and complaints from Goldman’s securities division.  2018 is a ‘partner year’ at Goldman Sachs, and one in which Solomon will therefore get a chance to shape the top-most rank of the firm by steering who gets promoted. The real crunch, however, could come in 2019, when Goldman promotes its next round of managing directors. Executive directors who’ve stayed loyal to Goldman for years will expect a promotion; so too may all the new high fliers. Last year’s MD promotion round was already Goldman’s largest ever as the firm tried to keep everyone happy amidst the pay squeeze. If there’s going to be a clash between Goldman lifers and Goldman newbies, it will come in the second year of Solomon’s reign. The ongoing policy of hiring externally could create problems for the DJ-King.

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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Why bankers cry in work washrooms

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Bankers love to cry. Go check out the men’s room stalls and you’ll see what I mean. They’re in there. I’m not one to talk. I’ve cried too.

What brings this on? I’ve worked in banking 18 years. Here’s when I’ve seen grown men break down into tears.

Got fired

Lets start with the obvious ones. This is has got to be the worst.

Getting fired sucks. No two ways around it.

I’ve seen people slam desks, run in shame or just stare into space in disbelief. I remember this guy Jim who called his girlfriend to get some empathy and she dumped him right on the phone. Heartless.

Didn’t get promoted

This happened to me, and did I cry.

I was supposed to make managing director (MD) in 2010. A few weeks before the event, I got pulled into the boss’s office to be told that it wasn’t going to happen.

I held it together till I got home and then it was an hour of tears with my wife…..she hasn’t divorced me yet.

Didn’t get paid

Sometimes bankers get a donut for their bonus. For the newbies that means a big fat zero. You walk into room thinking you’ll get enough for a new Porsche or maybe a down payment, and you walk out with friggin donut.

It happens more often than you’d think. Management is ruthless these days. Tears are full of impotent disappointment – and maybe regret for working so hard.

Got abused

And this is the most regular source of visits to the men’s room. Even after all the politically correct talk, abuse happens. It happens daily.

The phone rings, the boss calls you to his office. You walk in thinking its going to be about the next project or deal. And the abuse begins. Somewhere you messed up. He’s mad and he’s not going to let it go. And your ego gets bashed, beaten and destroyed. You manage to pick yourself off the floor and walk as casually as possible to the men’s room before breaking down.

Didn’t get to go to a client meeting

Now let’s talk about the more petty episodes. Have you ever been in these client meetings where there are three people from the client side and 13 bankers? I’m sure you know the ones.

Now, why is everyone there? Thirteen bankers in one room. Ego. It’s like everyone getting a trophy for participation.

The thing is, the kid who did all the work for the meeting, probably isn’t there. That poor soul is still stuck in his cubicle crunching numbers and wiping those tears wondering why they didn’t take him.

Raise your hand if that’s happened to you.

What do we do about all this, other growing a back bone? Somewhere in my tenth year I picked up a copy of Marcus Aurelius and Seneca. The stoics helped me out.

If your ego’s been getting bashed, I highly recommend you check them out and go google Warren Buffett and his inner scorecard. Good luck. And it’s ok cry.

The author is one of a group of senior bankers who blog at the site What I Learnt on Wall Street.


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Photo credit:crying boy by kobiz7 is licensed under CC BY 2.0


Morning Coffee: The painful popping of Jamie Dimon’s private fantasy. Deutsche banker’s daring plan

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When they look in the mirror and see a version of their ideal selves, some people see a thinner, richer, more beautiful rendering of the reality. Jamie Dimon, quite probably, sees himself in presidential mode. J.P. Morgan’s CEO has long held forth about the state of America (witness J.P. Morgan’s shareholder letter) and under him, J.P. Morgan is doing state-like things such as creating jobs to address inequality and addressing the issue of U.S. healthcare.

Dimon’s presidential tendencies born of socioeconomic valor boiled over early this week when he suggested that he could beat Trump in an election because he’s smarter than Trump, equally tough, and has made his own money. Dimon subsequently denied that he was running for president and regretted his machismo, but only after Trump dissed him and Gary Cohn came out as a fervent believer that Jamie would be a “phenomenal” president….

Now, presumably Gary hasn’t persuaded Jamie back into the presidential fray, but the New York Times’ columnist Andrew Ross Sorkin has some important words all the same: Jamie Dimon cannot become President because bankers are still widely despised for the financial crisis. The same goes for hedge fund managers and people known to eat small children.

“I was surprised at how much vitriol there is about the financial crisis 10 years later,” says Sorkin in Politico’s Money podcast. “The amount of anger [towards bankers, in reaction to Dimon’s suggestion that he would beat Trump] was so palpable and I think that to this very day it pervades the entire conversation.”

It’s this anger that politicians like the U.K.’s Jeremy Corbyn regularly stoke on their Twitter accounts. For finance professionals like Dimon and hedge fund manager Crispin Odey to entertain notions of winning political power suggests an unawareness of its depth.

Of course, there is one banker who currently sits astride a nation state: Emmanuel Macron, president of France. Macron himself has caused a furore this week after informing an unemployed French gardener that there are plenty of jobs to be had in Paris. Jobs are available in, “lots of professions, you just have to go look. Hotels, cafes, restaurants. I cross the street and I can find you some,” Macron said. “When a 40-year-old former investment banker tells an unemployed gardener how to get a job, it grates,” notes the Reuters bureau chief in Paris. 

Separately, it transpires that one of Deutsche’s own M&A bankers cooked up a plan to dismantle the bank and allow the investment bank to spin out and find its own sources of funding. The Wall Street Journal reports that Charlie Dupree, Deutsche’s former head of mergers and acquisitions in the Americas, devised the private plan which he sent to Mark Fedorcik, U.S.-based co-president of the investment bank, and presented to CFO James von Moltke.

Nothing came of it. Dupree wasn’t able to solve the question of how to attract investors for the flagging investment bank, or how to revive the enfeebled markets business. Von Moltke seemingly filed in the shelf for foolish ideas from misguided colleagues and – in the words of the Wall Street Journal – “felt that M&A bankers like Mr. Dupree are prone to want to break up companies and look to solve problems with deals.” Dupree left for J.P. Morgan in June.

Meanwhile:

A young broker was unintentionally given access to sales figures at BCG showing exactly how much each of his colleagues was generating in revenues. He boasted about it at a party and shared the information with a close friend and former colleague. (Bloomberg) 

It pays to get married if you’re a man. (Bloomberg) 

Goldman Sachs’ new co-head of global investment banking, Dan Dees, is a father of six. (Bloomberg) 

Goldman Sachs is now joint first for investment banking revenues in EMEA. (Financial News) 

Voice in Gary Cohn’s head forcibly warned him against becoming CEO of Wells Fargo. (Dealbreaker) 

Citi’s stock is down 60% since the financial crisis and it’s not as efficient as it says it is. (Bloomberg) 

How to ask for more vacation time. (The Cut) 

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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You are probably not working for a top tier investment bank

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Once upon a time, people used to talk about “bulge bracket investment banks.” Now it’s more normal to talk terms of banks that are tier one, tier two, or tier three – but which is which? And do you work for a top tier bank or something more diminutive? Today’s release from research firm Coalition answers all these questions and more.

The tier one global investment banks: J.P. Morgan, Goldman Sachs, Citi, Morgan Stanley, Bank of America Merrill Lynch (in that order)

If we take tier one investment banks to mean banks which are global leaders in most product categories, there aren’t many. As the Coalition chart below shows, there’s only really one: J.P. Morgan. J.P. Morgan ranks first or second globally across all product areas (credit and municipal finance excepted). As the regional charts at the bottom of the page show, J.P. Morgan is also strong across markets in the U.S., Europe and EMEA.

This time last year, Citi was the second most high ranked bank in Coalition’s global chart. However, Citi has now retreated to third place, leaving Goldman Sachs second. With the exception of rates and commodities, however, Goldman’s FICC business is generally worse ranked than Citi’s. Meanwhile, Morgan Stanley is only really strong in equities and Bank of America Merrill Lynch is only a world leader in credit, securitization, municipal finance and debt capital markets.

top tier banks

The tier two investment banks: Deutsche, Barclays, Credit Suisse, HSBC, UBS

While you have a strong chance of working for a top tier business at J.P. Morgan and a strongish chance if you choose carefully at other U.S. banks, you’re probably not working for a world leading franchise at a European.

For all its struggles, Deutsche Bank is still the strongest European bank globally. It’s first globally for credit trading (up from second in 2017) and third for G10 FX. It’s a big player in investment banking and fixed income and commodities trading (FICC) in Europe and is biggish in FICC in America. Deutsche’s problem is the U.S..

By comparison, Barclays, UBS Credit Suisse lack top slots globally in any products, but broadly rank in the top four to six for most of them. HSBC is big globally for G10 FX and macro trading, and is predictably strong in Asia but lacks a real presence in the U.S.  Barclays’ investment bank has been stronger in the U.S. than Europe the Middle East and Africa (EMEA) ever since it acquired Lehman Brothers, but its EMEA investment banking division has gained ground after heavy investment. Credit Suisse and UBS both look like also-rans in every market.

top tier bank

Beyond the first and second tiers things get a bit more complicated. Just because a bank’s not top ranked globally, it doesn’t mean it’s not strong in its home market or a particular niche. BNP Paribas, for example, ranks outside the top 10 in the U.S, and APAC, but is comparatively strong in Europe. SocGen is a leading player in equity derivatives and futures and options trading, but is grounded in Europe and lacks a real presence elsewhere.

Using McKinsey’s categorization, it’s evident that many of the tier three banks occupy the category of, ‘regionally focused banks strong in some product areas.’ The same applies to Nomura in Asia and Wells Fargo and RBC in the Americas.

Changing tiers 

Coalition’s data is a snapshot in time. The tiers are – needless to say – evolving as banks change their strategies.


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

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What’s the perfect age to earn your CFA charter?

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It’s a question that’s asked multiple times per year in every CFA forum. When exactly should you embark on the time-intensive journey toward getting your CFA, and at what age are you too old or too young to earn your charter? The answer, of course, will always be subjective based on each person and their career arc. But when looking at the hard data and combing through the forums, one specific trend appears. Candidates are skewing younger…and older.

We asked the CFA Institute to put together the average age of candidates who registered for each of the three levels of the exam over the last five years. Note that Level I data combines both June and December exams (Level II and III are only offered in June). As you’ll notice, the average age of candidates who are working toward their CFA is getting younger, though maybe not quite to the degree that the current narrative would suggest. For Level I exams in 2013, the average age of test takers was 27.2. Five years later, that number fell to 26.6 – a difference of around seven months. (Though this only includes the June exam for 2018; the average age for December test takers ticked slightly higher – between 0.2 and 0.3 years – from 2013 through 2017).

For Level II, the average age at registration has dropped from 28.6 to 28.1 over the last five years. Meanwhile, the average for Level III has remained very consistent for much of the last half-decade – around 30 years of age – before dropping to 29.7 this past June. This could be due to the 47% pass rate among Level II candidates in 2017, the highest rate in a dozen years.

Looking through several CFA Analyst Forums and Reddit feeds, it’s clear that more candidates are registering at a very early age – with many taking Level I during their senior year (the earliest possible time allowed) or soon after graduation. Several colleges and universities have incorporated CFA curriculum into their own courses following an effort by the CFA Institute to ingratiate themselves with undergrad programs. In one recent forum that included around 80 responses, six people age 24 or younger said they were sitting for the Level III exam, meaning they began the process immediately out of school and likely didn’t fail the first two levels.

However, the CFA isn’t just a young person’s game. Eight candidates noted in the same forum that they were over the age of 45, with five acknowledging that they were 50 years or older. One said he was 60. “I can’t remember seeing people of that age when I sat for Level III,” two decades ago, said one CFA charterholder who is now a banking recruiter. That said, he understands why some older candidates are currently going through the process. “It’s getting more difficult to get a job offer when you are 55 or 60 years old. People who may be out of work are doing what they need to do to differentiate themselves.”

So while a greener generation without applicable work experience is filling up more seats, so it seems are industry veterans who want to get or keep a job in a market that’s become increasingly difficult for baby boomers. In some cases, they are doing it for the same reason. More than a quarter (26%) of all CFA candidates are students or are unemployed, according to a recent CFA Institute study. Even though they can’t earn their charter without 48 months of professional investment management experience, fresh faces are taking the CFA to help improve their resume to find a job in the first place, according to several forum responses – a move some of the older guard doesn’t quite agree with.

A few asked how a 23-year-old was already sitting for Level III. Their response: “I was done with college when I was 21, I don’t work because I can’t study and work at the same time, trying for internships now after clearing L2, don’t care about friends, I like being alone, and I’ve got a nuclear family, just me and my parents. So no problem at all.”

“Red flag times 10, would never hire,” was one of the cleaner responses.

Roughing it in your 30s

Another possible reason for the recent polarization of age when it comes to the CFA is the lifestyle issues associated with the 900 or so hours of studying that are needed to pass all three levels. People who are in their late 20s and 30s who are more likely to have young children while still working long hours don’t have the free time of students, the unemployed and people whose children have already grown up. In another recent forum titled “CFA with Kids,” Level III candidates and charterholders universally agreed that they couldn’t have done it without an extremely supportive spouse and family.

“I passed CFA L3…with a wife and 4 kids. And like most have mentioned…all credit goes to the supportive spouse for sure!” said one. Another responded, dryly: “I have 2 kids. Couldn’t imagine doing this with 4. I’d need another wife…”


Have a confidential story, tip, or comment you’d like to share? Contact: btuttle@efinancialcareers.com
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Did Tom Montag ding Christian Meissner?

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Rarely has a star fallen more heavily from the sky. 18 months ago, Christian Meissner, head of the corporate and investment bank (CIB), at Bank of America Merrill Lynch was being lavished with praise for building a brilliant new CIB full of “energized” people delivering a “unified product offering and integrated client strategy.” Today, that same glowing Meissner is out – replaced by his deputy Matthew Koder, who’s being parachuted in from APAC.

While Meissner’s messianic reputation had already faded in line with the bank’s recent miserable performance in M&A, his sudden exit seems nonetheless to have been a surprise at Bank of America Merrill Lynch. The suspicion is that politics played a role. The suspicion too is that Tom Montag, COO and co-head of the securities business, might have had something to do with it. “Montag saw Meissner as a bit of a threat,” suggests one BAML insider. “The recent under-performance provided an excuse.”

That under-performance has been notable and extreme. Revenues in Bank of America’s M&A division fell 42% year-on-year in the second quarter of 2018. Today’s first half league table from Coalition shows BofA ranking between fourth and sixth globally for its investment banking division (IBD). In 2013 (just one year after Meissner joined), Coalition’s similar table showed Bank of America ranking equal first. It’s not exactly great work.

Except… the shriveling of Bank of America’s investment banking franchise seems to have been a deliberate policy. In last year’s adulatory piece in Euromoney Meissner explained that BofA had intentionally set about shrinking its number of banking clients from 12,000 to 5,000 and being more choosy about the deals it worked on. The new shrunken Bank of America was all about responsibility, he said: “It goes back to client selection – if you are less concerned about risk, sustainability or chasing any transaction, then you probably have a very different list of clients.”

Maybe BofA got too choosy? Even before M&A revenues plummeted 42% there were complaints that the bank was losing business due to a tortuous approach to risk management which mean potential deals were scrutinized from every conceivable angle and approved only slowly – if at all. The bank, however, said it was “deepening long-term relationships” and hiring-in new senior people. Meissner himself said previously that building an M&A business takes three to five years once the right people are in place, and the bank’s whole focus was long term, rather than on short term league table rankings.

For some reason, then, Meissner seems to have run out of time. It may be that BofA CEO Brian Moynihan got bored with waiting: “The team knows they can do a better job and are after it,” said Moynihan after this year’s miserable Q2. However, it also seems strange that Montag – who worked with Meissner in the two men’s former existence at Goldman Sachs – and who both plucked him from Nomura and repeatedly promoted him at Bank of America, didn’t stand by his man. After all, Montag – despite officially being COO – retains control over the banking and markets business and must have known what was going down.

Meissner therefore looks like the fall guy for what may yet prove a short term drop in revenues (BofA argued that Q2 only looked comparatively awful because the year-before quarter of M&A revenues was so strong). Insiders claim his exit both clears the way for surviving senior staff to claim credit for a recovery, and allows BofA to swiftly ditch several million in London costs (ie. Meissner’s London salary) ahead of an expensive Brexit. What’s not to like?

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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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I was a technology analyst at Goldman Sachs. This is what it was like there

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We spoke to Richard Gray, a former technology analyst at Goldman Sachs (July 2015 to February 2017). Gray quit Goldman to work in the start-up sector, and has now set up Unitely, a company that helps start-ups create software products. Unitely is also developing its own product, which will use machine learning to predict the success of start-ups and help investors screen and choose startups to invest in.

This is what Gray says about starting your technology career at Goldman Sachs (and in banking in general)…

Would you say banking is an interesting environment for young technologists?

I think it depends on what someone is looking for in their career. If someone wants to work on the latest technologies, then a large, corporate investment bank might not be the place, as it can be rare to find interesting projects to work on. I would however say that the exposure you get and the network that you can create working in banking does make it interesting.

Did you work on anything cutting-edge at Goldman?

I worked on some interesting projects, including an FX trade tracking application, but I would say that the majority of the projects were not cutting-edge. The jobs that involve new, cutting-edge technology are pretty scarce at companies like Goldman. Much of the software is made up of large legacy applications and most of the technical roles involve working on the technologies that those applications were built with.

So what kinds of technologists are banking jobs suited to?

I’d say that banking tech jobs are most suited to those who care more about advancing their career and building their network, rather than having opportunities to work on new things.

Money is also a factor. These roles often attract people more motivated by the salary, rather than those who care about the kind of projects they will get to work on.

If you want to advance your career in banking tech, you’ll need to be good at politics and networking. With good people skills , you will advance ahead of those who are only strong technically. Temperamentally, it also helps to be risk averse and to like the comfort and security of a solid company like Goldman. You also have to be very patient, as it takes time to progress.

Do banks have problems keeping tech people?

I would say they do. Banks are often constrained by bureaucracy and politics, which can make it difficult for them to quickly adapt the workplace and conditions in a way that makes it an appealing place to stay for new technologists. Also, the culture is very formal, which can limit the ability to be creative and innovative.

Around 15 – 20% of my class had left by the time I did. Most of those started to leave after the one year mark.

Why did you leave? Do you have any regrets?

As already mentioned, it takes a long time to progress in a bank like Goldman and each level has a set minimum time frame around it. This was one of the things that put me off staying and I think it is the same for others who want the opportunity to progress fast and at their own pace.

I did also want the opportunity to work on products that I found interesting and build new products from scratch, which is quite a rare opportunity in a large corporation. I eventually wanted to start my own company, so I felt that the best move for me would be to get some experience in a startup.

I have no regrets about leaving. I now have the experience that I was looking for and I have started my own company, which was the goal when I left. I also do not regret working there. I improved my technical skills and I had the opportunity to create a valuable network, which I am still leveraging today.

What could banks do to help retain people?

It would be really cool if more banks could follow what some are doing here in Norway, like Danske Bank and DNB and invest more in new, disruptive innovation projects. By leveraging the power of startups and creating internal incubator environments for innovation projects, banks can create a cool and exciting environment for employees, with opportunities to work on new products and technologies. They could also benefit financially from the kind of disruptive products that can be created in this kind of environment and set themselves apart from their competitors. An example of a successful project like this was The Hub, which was managed by Grundr and is one of Danske Bank’s initiatives towards startups and innovation in Norway.

Do you need to be interested in finance to work in finance tech?

I don’t think so. I think for most technologists they just want to work on exciting, challenging projects and also to work with new technologies. This can be offered in all tech sectors. It is also quite rare for people to land exciting tech roles, working with products that they have a personal interest in. Having said that, it obviously helps if someone has an interest in finance and they would probably be more likely to stay longer than someone who joins for other reasons.

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com in the first instance. Whatsapp/Signal/Telegram also available.
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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