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A Morgan Stanley MD quit to start a Zen quant fund, and people are following her

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Former Morgan Stanley managing director Juhua Zhu has left the firm to found New York quant fund Argus Investment Management. Zhu has brought with her at least two former Morgan Stanley quants from its electronic market making business.

Joining Zhu is former Morgan Stanley vice president Andy Sun and former executive director Zhiyang Cao, each of whom were with the bank for roughly a decade. They are joined by Da Wang, a quantitative researcher who last worked at New York hedge fund Two Sigma.

Argus Investment Management is a data-driven quant fund that utilizes machine learning as part of its investment strategy, according to the company website. While the fund appears lightly staffed at the moment, Argus Investment has several open job postings on its site, including a trading operations specialist, a data engineer and a quant developer and researcher. They’re even in the market for an intern.

Argus appears to embrace an almost Zen-like work-life balance not typically associated with working at an investment bank. From the description of the firm’s culture: “In our world, work and life are not opposing; instead, they complement each other and can feed into each other in a synergetic way. Hard work definitely matters, but not at the cost of one’s well-being. Excellence, not ego, is our ultimate quest.”

Zhu spent her entire career at Morgan Stanley before leaving in July. She was named managing director in 2015. Zhu earned her PhD in machine learning from Princeton University.


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Morning Coffee: Barclays looks at U.S. retail as alternative to investment banking growth, and Lloyd Blankfein’s farewell note

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They say that there’s never a bell rung at the top of the market, but there are some things which seem to happen about once every business cycle.  A new record for the tallest building in the world, for example.  A high proportion of the Harvard Business School graduating class going into finance.  And a UK High Street bank having a serious look at expanding into the USA.  This time it’s Barclays, thinking about expanding its online lending operation in the USA to offer a checking account product and gather deposits.

It’s a perennial problem for UK banks – Britain is a small island.  If you can avoid massive conduct fines and run your business in relatively stable economic conditions, then you have a decent chance of generating a double digit return on equity there (as Barclays did in Q1 2018).  But if you’re a big incumbent player then you’re probably maxed out on market share, so you can’t reinvest those earnings in your core retail and Barclaycard franchise.  Historically, the answer has been to channel the profits into trying to compete globally in investment banking, and Jes Staley still seems to be committed to this. But when you’ve got activists like Sherborne in the shareholder base, there’s a limit to how aggressively you might want to push growth in markets and IBD.

So, the USA looks attractive.  Although it’s been a bit of a graveyard for UK banks in the past (HBOS’ acquisition of Drive Financial and HSBC’s of Household International are two names engraved on the wall of shame from the 2000s), there have been success stories too, like RBS’ ownership of Citizens’ Bank.  It’s a healthy economy with a broadly friendly regulatory environment, and one where there are a lot of local incumbents who have not faced particularly aggressive competition historically, and who haven’t kept on the cutting edge of technological progress.

But more to the point, Barclays has already got scale in America.  About a fifth of its capital is allocated there, generating 40% of group profits.  The online lending operations have been going since 2016, targeted at the “superprime” market.  At present, it takes term deposits to fund them, but that can be expensive compared to the cheap funding that you get by offering current account services.  And Barclays has enough expertise in payments to be a credible provider.  Since one possible business model of partnering with a fintech firm is looking less likely – New York State regulators are frowning on this sort of arrangement – it might make sense for Barclays to build up something there.

So for Barclays people, or investment bankers thinking of moving to Barclays, this probably ought to be taken seriously.  This industry is all about capital allocation, and if Jes Staley and his board (who have blown hot and cold on its global banking ambitions in the past) have an potential source of growth in international retail banking, then that could be a credible alternative use of capital to the IBD growth plan in the last strategic review.  There’s never a bad time to have a good quarter’s trading results, but a few big wins for the investment bank while the US retail expansion is still under discussion could be very useful indeed.

Goldman Sachs’ succession announcement all went according to expectations, announced in the context of a strong set of results (albeit that the share price went down).  Lloyd Blankfein’s farewell letter said that he was “not the easiest person to live with” but heaped praise on Goldman employees for their teamwork and the way they pull together in a crisis.  As he headed off towards a final payout potentially as high as $85m, Lloyd praised his successor David Solomons specifically for “strategic insight into all of our businesses, focusing on the key trends that will shape them and what our clients will most value from us in the years to come”.  This could be boilerplate language, or it could indicate that the Solomon’s succession is indeed part of a strategic plan to pivot GS away from the trading-heavy operation of the Blankfein years and toward … what?  Back to banker-led relationships and advisory?  Asset management?  Consumer finance for millennials with the Marcus brand?

According to the WSJ, the Solomon era may mean more openness to the capital markets – even an investor day – and is likely to mean a significantly smaller partner class of 2018, with more revenue-earners and fewer compliance and management staff.  He is also, apparently, thinking of reducing the size of the Management Committee, also to reduce the proportion of pure managers on it.  That might suggest that the “key trends” of the farewell letter are that the pendulum is beginning to turn and the focus on compliance, systems and IT of the last decade may be coming to an end.  The early message seems to be that if you’re at Goldman, it’s time to make sure you’re attached to a revenue line.

Meanwhile

A survey of finance professionals has found that Frankfurt is not necessarily in pole position to pick up Brexit related job gains.  Paris in particular seems to be attracting head offices of major banks. (Handelsblatt)

A survey of 67,000 people seems to find that theories of “person-environment fit” don’t seem to predict what kind of jobs people end up in.  Apart from careers like artists and carpenters, there doesn’t seem to be much correlation at all between personal interests and work life (BPS Research Digest)

Point72 was up around 7% for the first half of the year, in line with multistrategy funds of similar size.  The fund also raised around $4bn of new outside money, although not in the UK where it failed to get authorisation (Bloomberg)

SocGen have hired Claire Calmejane, formerly of Capgemini, from Lloyds to be their new Chief Innovation Officer (Finextra)

Jeff Bezos is now the richest person to have existed since records began (in 1982). The value of his stake in Amazon is now over $150bn, which in inflation-adjusted terms is now greater than the value of Bill Gates’ Microsoft holdings at the peak of the dot-com boom.  (Bloomberg)

Mike Lloyd is leaving the AA’s insurance business which he has run for the last four years.  He was most recently in the newspapers when Bob Mackenzie, the AA chairman, had to resign after punching him at a corporate event last year (The Times)

Nomura decisively won the World Cup forecasting competition for sell-side research houses.  They picked France to win; everyone else had either Brazil or Germany (Bloomberg)

Banks are being sued by British local governments over the “LOBO” loans with embedded interest rate swaps that they sold before the crisis.  The councils are claiming that LIBOR manipulation means the loans should be voided and the fees returned (Public Finance)

Have a confidential story, tip, or comment you’d like to share? Contact: sbutcher@efinancialcareers.com
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The new most popular banking jobs in London are not what you think

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Once upon a time, the most desirable jobs in banking and finance were investment roles in private equity funds and portfolio management jobs in hedge funds. Not any more. Today, some of the most alluring roles are those involving Brexit and Brexit preparedness.

So suggest application figures for jobs on this site. In the past three months, four out of ten of our most popular jobs in terms of applications were for roles concerning Brexit preparations – and most of the remaining six were for project management jobs with a likely Brexit-focus.

It’s a big change from the past. A similar analysis for the first quarter of 2017 shows the usual suspects gaining the most applications: jobs for analysts and traders at hedge funds or for analysts at funds of private equity funds were all the rage. Today, by comparison, the most popular jobs have titles like, ‘Front office business analyst, Brexit Programme,’ or ‘Business analyst, Brexit books and trade readiness.’

Over 2,000 people have applied for such roles in a three month period. Private equity funds eat your heart out.

It’s not hard to see why Brexit-related jobs are so popular – rarely has there been a chance for so much business-critical exposure in so short a period of time. Jayaram Subramanyam, the EMEA Brexit lead at Wells Fargo Securities in London outlines the sheer scope of the role in his LinkedIn profile: he needs to implement a credible post-Brexit business model. to work with the front, middle and back office in doing so, and to liaise with external lobbying bodies and legal firms. It’s the same elsewhere. Goldman Sachs is currently advertising a ‘market structure transition’ job connected to Brexit, which it says will involve working with, ‘divisional leadership, sales, trading, strats and the federation.’   For an operations and regulatory professional looking to make his or her mark, Brexit looks like a once-in-a-career gift.

Juniors are well aware of this: “There are some amazing jobs linked to Brexit,” says one J.P. Morgan junior. “You can strategy across the firm working with all desks – front to back. They’re not revenue generating jobs, but they’re very, very interesting.”

LinkedIn suggests there are over 3,000 people working on Brexit programmes in banks and financial services firms globally, with 2,000 of them in the UK. Many are contractors who previously worked on regulations like MiFID II and are now earning £550 to £750 a day. Others are full time employees who’ve transitioned into niche Brexit roles from other regulatory projects. Barclays, for example, has data analysts working on a ‘European Referendum Response Programme’, and someone called Renee McTavish whose entire job is to communicate about Brexit to employees and the outside world. Most banks have internal specialists dealing with the complex issue of Brexit-related asset migration.

The preponderance and popularity of jobs relating to Brexit comes after recruitment firm Morgan McKinley suggested that finance jobs and candidates in London are disappearing. Last month, Morgan McKinley calculated that new finance jobs in London were down 29% on June 2017; new candidates were down 35% over the same period. London recruiters and job-seekers need to hope, then, that Brexit is a long and drawn out process: while other jobs dwindle, there’s plenty to do making sense of what’s coming next – and no shortage of people keen to do it.

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

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The stock pitch that landed a Wharton student a hedge fund interview

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Several fintech companies and an app that hosts user debates recently partnered to launch a video-based challenge that pitted hopeful investment managers against one another in an online battle of wits. The prize: a guaranteed interview with New York hedge fund Apex Capital.

The Stocks Debate Challenge, hosted on the Micgoat app, brought together hundreds of candidates from universities in the U.S. and abroad to show off their investment ideas and debate skills before a virtual panel of experts. The idea behind the challenge was to help develop new pipelines for talent that may be attending universities that traditionally don’t open doors for students interested in a career on the buy-side. In that sense, it worked and it didn’t. The three winners all happen to attend top schools and hold prestigious internships, but the judges knew nothing of their backgrounds and made their final decisions based solely on the short videos, we’re told. The cream rose to the top through merit, it seems.

The winners include Craig Uyeno, who’s studying economics at Tufts University while interning at the Chamber of Digital Commerce in Washington D.C.; James Rao, a bachelor’s candidate at the UPenn’s Wharton School who is currently interning at a multi-family office in Boston (following fall and winter internships at an investment bank and private equity firm); and Alexander Khan, an economics major at the University of Texas at Austin and a summer analyst at J.P. Morgan, according to LinkedIn. The three schools are consensus top-50 U.S. universities, with Wharton and UT-Austin ranked in the top five for finance majors.

While you can’t say definitively that the three winners look better on paper than the rest of the competition, their undergraduate resumes would likely garner plenty of attention. No diamond was found deep in the rough, yet the competition clearly identified the people who have put in the work. Rao heads Wharton’s undergraduate finance club, Khan is on UT’s securities investment team, while Uyeno is on the dean’s list at Tufts. Frankly, the main takeaway may be that marathon interview schedules embraced by financial firms may not be all that necessary. The panel picked the three after watching just a few minutes of video.

For Apex Capital, the only potential problem may be youth. While the competition was open to current students and graduates, Khan won’t earn his degree until 2020 while Rao and Uyeno are scheduled to graduate in 2021. Khan, Uyeno and Rao told us they haven’t yet been contacted by Apex Capital and don’t know the logistics surrounding the interview but were told they’d hear from the firm shortly. Hopefully the hiring managers at Apex have a long memory.

Micgoat CEO Marta Lopata said the partner companies plan to host additional competitions in the near future. She said other firms asked to see resumes from some contestants who ranked in the top 10.

Check out the short video below that earned Rao second place in which he argues that value investors should try to time markets.

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Have a confidential story, tip, or comment you’d like to share? Contact: btuttle@efinancialcareers.com
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Why Ted Pick’s Morgan Stanley looks like the place to be

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Much of the talk yesterday on Wall Street centered around the good timing of David Solomon, who was named Goldman Sachs’ new chief executive on the same day the bank reported strong quarterly results. Ted Pick may have just one-upped him. Eyed as the potential successor to Morgan Stanley CEO James Gorman, Pick, who now oversees both the firm’s investment bank and securities business, just saw his new lieutenants book an historic second quarter. And Morgan Stanley paid them handsomely, suggesting the bank is much more than the wealth management haven Gorman often presents it as.

Morgan Stanley’s institutional securities business, made up mostly of its investment bank and trading businesses, delivered stronger revenue and profit than any of Morgan Stanley’s other divisions, including its hallmark wealth management division. Net revenues were up 20% year-on-year compared to just a 4% jump in wealth management.

The investment bank that Pick now oversees saw revenues increase a matching 20%, with Morgan Stanley’s M&A bankers doing much of the heavy lifting. Advisory revenues rose 23% year-on-year, making Morgan Stanley the top-ranked M&A shop on the street for the first half of the year. The bank’s IPO business did even better, with equity underwriting fees increasing 34%. Not a bad introduction to the business for Pick, Morgan Stanley’s longtime trading chief who was given responsibility over the investment bank just last week.

Meanwhile, Pick’s legacy business did more than fine on its own accord. Morgan Stanley was the only big U.S. bank to book double-digit rises in both equities and fixed income trading revenues during Q2, with 15% and 12% increases, respectively. Total sales and trading net revenues were up 15% for the quarter.

Investment bankers and traders are likely celebrating their new boss. Compensation and benefits costs within the institutional securities business reached nearly $2.2bn, up 20% compared to last year’s Q2. The bank is taking care of its new stars.

The earnings report begs the questions as to why, under Gorman, Morgan Stanley seems to go out of its way to appear as nothing more than wealth management titan. Morgan Stanley just had a very Goldman Sachs-like quarter. Meanwhile, Goldman appears to be incorporating Gorman’s strategy of embracing more sustainable revenue with its recent push into wealth management – Goldman is asking its dealmakers to make client introductions to drum up new business for its wealth managers – and its entrance into retail with its Marcus business. If Pick does eventually take over for Gorman, we could see Morgan Stanley in a new light.


Have a confidential story, tip, or comment you’d like to share? Contact: btuttle@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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Deloitte is on the hunt for talent as it helps insurers prepare for IFRS 17. These are the candidates it is looking to hire

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Deloitte is looking to expand its Asia Pacific team to assist insurers as they gear up for the introduction of International Financial Reporting Standard 17 “Insurance Contracts” (IFRS 17).

With just two-and-a-half years to go before the standard becomes mandatory, an increasing number of insurance companies are turning to professional services organisations to help them meet the January 1, 2021 compliance deadline.

Francesco Nagari, Global Insurance IFRS Leader at Deloitte, says: “The situation we face right now is the demand for professionals with deep knowledge of the IFRS 17 requirements has increased substantially since the publication of IFRS 17 in May 2017.”

“For that reason, Deloitte is ramping up its capabilities, searching the market for the best talent interested in performing these services and join our existing team.”

Nagari describes the IFRS 17 journey as a long and complicated one, reflected in the fact that the International Accounting Standards Board has allowed three-and-a-half years for the transition, one of the longest periods firms have ever been given in which to comply with a new IFRS.

“It is almost like there is now a new financial language that insurance companies must learn to speak to their stakeholders, and the dictionary and grammar are in IFRS 17,” Nagari says.

“Just as when you learn a new language you have to dedicate a lot of time to it and you have to practice, similarly the work that the consultants we are trying to hire are going to be doing is to help insurance companies understand what they need to do to change the way they communicate their financial performance.”

He explains that not only will financial statements produced for the stock market and shareholders need to be changed to comply with IFRS 17, but internal reporting like management information will also need altering to make sure managers maintain their grasp on the business performance using the same metrics.

“It means planning, forecasting, and many other aspects of the business will have to be translated into the new language and that is why IFRS 17 is such a big deal,” Nagari says.

Deloitte is looking to recruit professionals with the ability to convert the IFRS 17 requirements into practical business applications for clients.

Nagari says: “The requirement for IFRS 17 are pervasive and extensive. The impact of IFRS 17 is particularly large on the entities that are going to apply it.”

As a result, Deloitte is looking for professional with deep technical accounting knowledge, focused on this particularly set of rules, who can assist clients with all aspects of the insurance model, including data, systems and processes, as well as workforce organisation.

Deloitte is particularly focused on strengthening its capabilities in Asia Pacific.

“Within this vast region we have built a number of hubs that act as centres of excellence for our broad engagement teams,” Nagari explains.

“Hong Kong is probably the largest and most important hub within the Asia Pacific region and that is where our talents will be deployed in the first place. Other locations include Singapore and operations in Australia, Korea, Japan and Mainland China and in other parts of South East Asia as well.”

Nagari believes there are significant benefits to talented professionals who join the Deloitte team to assist insurers in preparing for IFRS 17.

“We have been investing a lot in preparing our global network of firms for this challenge, and the result of that investment is that we are reaping very good success in terms of the recognition the market has given us for our capabilities.”

“If you are joining the Deloitte team, you will join a team that is at the leading edge in the delivery of services to the insurance industry.”

He adds Deloitte has always retained fully-fledged consulting capabilities, which makes it different to the other large professional services organisations when a multi-disciplinary regulatory change programme such as the one required from IFRS 17 is on the cards.

“At Deloitte you will be working at a firm where the capability of our services, from accounting to actuarial to technology to data management, is fully developed and yet continuously evolving to meet clients’ needs.

“You will work with other like-minded professionals, equally focused on serving the client, but with different perspectives,” he says.

Nagari is keen to point out that this environment gives talents great potential for enriching their own capabilities, knowledge and skills.

“If and when you want to move on in the industry, moving to service insurers from the inside, you will actually have an intellectual capital and experience that is probably unrivalled,” he says.

Nagari thinks the introduction of IFRS 17 is a challenging and exciting time for the industry, and he is keen to welcome new members to the Deloitte team.

He says: “We already have a large team of very lovely colleagues. We work hard but we have fun doing what we are doing. There is a good team spirit.

“The Deloitte environment is a very welcoming one, the team is growing, there is lots of excitement and lots of hard work as well, but we do it with a smile on our face.”

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Goldman Sachs traders have renewed concerns about their pay

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David Solomon will be receiving a pay rise when he becomes CEO of Goldman Sachs. Currently paid $1.85m, Solomon will earn $2m a year when he assumes the leadership mantle on 1 October. Goldman’s traders may well look on in envy: while Solomon is earning more, the fear is that they will be earning less and less.

It’s a fear that’s been expressed several times this year. Juniors who left Goldman’s rates team in the first quarter complained to us that the firm seemed to have a new approach to rewarding its risk takers and that, “only the good guys were paid flat”. One said that he and others were looking at moving to places where, “remuneration is more directly linked to performance”, and that traders were being squeezed while technology investments were expanding, “massively.”  Nor does the sentiment seem limited to the macro desk: Goldman’s equity derivatives traders complained of poor pay too in the last bonus round, and Zerohedge suggested that Goldman’s high yield traders were also unhappy with their compensation.

Yesterday’s results did little to assuage traders’ fears. As we noted yesterday, Goldman’s big increase in fixed income trading revenues was not matched by a concomitant increase in money accrued for compensation. Instead, the ratio of revenues allocated to compensation declined to 37%, down from 41% one year previously. If Goldman had accrued compensation at the previous year’s rate, pay for employees would have been around $390m higher.

This has not gone unnoticed on the Goldman trading floor. Nor has it gone unnoticed among banking analysts. During yesterday’s earnings call, Goldman CFO Marty Chavez was quizzed on the compensation ratio being so low. “I don’t remember if and when there was ever a lower second quarter comp ratio,” said Glenn Schorr at Evercore, while Morgan Stanley’s Betsy Graseck argued whether the squeeze on employees was a function of Goldman trying to maintain a return on equity in excess of 12%.

For Goldman traders, Chavez’ response was both reassuring and not. He told Schorr that Goldman pays “for performance” and to “attract and retain talent”. But to Graseck Chavez said, “as we build and scale our businesses and apply more automation everywhere, it’s natural to think about comp and non-comp holistically”.

In other words, the money that’s set aside for humans and machines at Goldman is interchangeable. Chavez’s comment is likely to raise a red flag to traders at Goldman who already fear that Chavez’s technology background is encouraging him to over-value automation and undervalue the contribution of human risk takers. Matters could be made worse by the ascension of Solomon, whose investment banking background may make him less sympathetic to the pay gripes of the securities division.

For the moment, then some of Goldman’s top traders have been leaving and the firm is hiring more in, typically at the level of executive director or senior VP.  It would be wrong to presume that everyone in the securities division is unhappy – insiders in the electronic trading division say things are going very well and business is better than ever.

Even so, Goldman’s employees can be forgiven for casting an eye across to Morgan Stanley’s results today. The rival U.S. bank achieved a 20% increase in revenues in its institutional securities division and hiked compensation by a similar amount. Nonetheless, moving to Morgan Stanley is unlikely to be a panacea: the U.S. bank only allocated 35% of its revenues to pay.

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Morning Coffee: Goldman Sachs, Morgan Stanley wrestle over bragging rights. Bank hiring evades Wall Street

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Investment bankers at Goldman Sachs and Morgan Stanley booked impressive revenue totals during the second quarter, particularly in merger and acquisitions and equity capital markets. The two banks were so successful that they each ranked first globally in both M&A and ECM. Wait, what?

No, they didn’t tie. Or lie, even. Goldman and Morgan Stanley simply used selective annotations to crown themselves king of the same two mountains. As Bloomberg was first to point out, both banks announced in their earnings reports that they were the top global advisor for M&A deals and IPOs over the first half of the year. The apparent contradiction is due to the fact that Goldman Sachs relied on figures from Dealogic while Morgan Stanley cited numbers compiled by Thomson Reuters.

This isn’t the first occasion that multiple banks claimed the same top-ranking, and likely won’t be the last. Creating accurate league tables is an extremely difficult task. Data providers need to account for announced and completed transactions and allocate credit between banks that co-advised on deals and firms that essentially just had their name in a press release. Some rankings are based off deal volume while others estimate revenue.

Back in 2016, three banks – the two in question along with J.P. Morgan – each claimed the title as the top dealmaker for the first quarter, according to Bloomberg. Oddly enough, Goldman Sachs and Morgan Stanley both cited Thomson Reuters in their respective press releases.

As for who actually won this time around, the titles may have been split. Data compiled by Bloomberg suggests that Morgan Stanley took the M&A crown while Goldman ranked first in ECM. The picture becomes even more muddled if you use earnings as a secondary indicator. Advisory revenue for the first six months of the year was greater at Goldman while Morgan Stanley earned more in equity underwriting. So who really knows?

Elsewhere, banks in the U.S. are healthy and are back to adding headcount. Just not on Wall Street. Financial firms added 17,000 jobs during the first five months of the year, according to Crain’s. During the same period, the number of people working in the securities business in New York fell by 3,000. While banks have been actively moving jobs to lower-cost cities for a while now, a drop in headcount of such size over just five months is eye-opening considering banks are growing again. The good news: if you still work in New York, you’re likely getting paid handsomely. Securities professionals in New York City account for less than 5% of private sector jobs but generate more than 20% of wages.

Meanwhile:

Analysts are outright fawning over Morgan Stanley’s second quarter earnings. “It is very hard to find anything to criticize,” said one. “If only all results could be this easy,” added another. (Bloomberg)

Struggling London macro fund MarkhamRae has lost at least three top staffers, leaving the firm with only eight employees who are registered with the FCA. (Reuters)

Former Barclays chief executive Bob Diamond tried to set the record straight on his short tenure, exclaiming that he “didn’t think it was fair” that he took such blame for the Libor scandal and that the board’s request for him to resign was “not the right decision.” (ITV News)

Not a single portfolio manager at Citadel has recommended buying bitcoin or other cryptocurrencies, according to founder Ken Griffin. (CNBC)

Lloyds Banking Group is now planning to operate three subsidiaries in continental Europe as part of its post-Brexit plans. Offices will be located in Berlin, Frankfurt and a third undecided location. (Reuters)

President Trump’s former head of infrastructure has joined investment firm Stonepeak Infrastructure Partners, which just closed a $7.2 billion fund. DJ Gribbin worked with the founders of Stonepeak during his time at Macquarie Group. (Bloomberg)

The nephew of a former Goldman Sachs M&A banker launched a hedge fund out of his bedroom at age 17. (CNBC)

Danske Bank is hiring a chief compliance officer as it continues to deal with the fallout from a massive money laundering scandal. Philippe Vollot, who is coming over from Deutsche Bank, will start on Dec. 1. (Bloomberg)

Tech leaders from across the globe have signed a pledge to not create autonomous killer robots, so that’s good. Important to get that in writing. (Business Insider)


Have a confidential story, tip, or comment you’d like to share? Contact: btuttle@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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I’m a banking intern and I have no social life

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Summer internships usually feed 70%+ of full-time recruits into banks’ graduate programmes, and now that I’m into my fourth week here I can see why.

Firstly, the hours are, of course, brutal but everyone knows this about investment banking. Everything you have heard is true. I am here until at least 2am every day, but I’m more likely to leave the office at 4am. The bigger issue causing more anxiety among the interns is that expectations have picked up.

People are still friendly and encouraging, but analysts and associates are now expected to produce a prodigious amount of work in a much faster timeframe. There’s also still no room for errors, so it makes the whole thing much more stressful. Coupled with a massive uptick in work on my desk, I also have the longer-term project work that we have to complete across the internship. This is a perfect storm that means I rarely leave the office.

There are two big downsides to this. Firstly, my waistline is suffering. Spending 12-16 hours every day at your desk means you don’t have time to look after yourself and I’m already feeling the consequences of my new sedentary lifestyle. Then there’s the fact that you become something of a social pariah – I’ve cancelled so many plans to meet up with friends that I’ve just stopped bothering trying to arrange anything.

I don’t want to appear to be an ungrateful whinger, though. Far from it, I love the pace of working for an investment bank and the whole experience has exceeded my expectations. You’ll hear ‘steep learning curve’ bandied around by junior bankers, and this is very true. I’ve ascended a steep hill in three weeks and now analysts and associates expect you to be part of the well-oiled machine.

This is fine, but as an intern you have to juggle. Analysts and associates are our main point of contact, but we also get handed work by managing directors. Juniors want speed and accuracy, while MDs want to see some evidence that you have the nous to become a full-time employee.

What’s more, banks don’t just hire finance or economics students, but as an engineering major I do think they have the edge. I can tackle the tasks given to me as well as my peers, but I sometimes find it hard to follow my analysts’ ‘bigger picture’ view of the market because I don’t have the financial knowledge. Questions are welcomed, but really you don’t want to be the guy always asking for clarification.

Finally, one of the great things about being here is the exposure. I’ve worked closely with the equity and debt capital markets teams, leveraged finance and also had contact with bankers in New York, Tokyo and Dubai. This is what it’s all about.

James Roberts, an pseudonym, is a summer intern on an M&A desk at a bulge bracket bank in London. 

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Once-suspended and reinstated UBS trader makes his exit

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A longtime UBS trader who was once suspended for over a year as part of the global probe into the manipulation of currency markets has left the bank. Michael Agaisse, UBS’s former head of FX and PM trading in the Americas, exited the bank earlier this month. Agaisse was suspended in early 2014 after regulators began investigating claims that traders across different banks were colluding to manipulate foreign exchange markets. UBS fired several traders at the conclusion of the probe, but Agaisse was reinstated in mid-2015, according to the Financial Times.

Just a year following his reinstatement, Agaisse was elevated from his role as an executive director within the Forex group to the head of all foreign exchange and precious metals trading in the Americas, according to LinkedIn. Agaisse had previously been the director of FX trading at National Australia Bank in New York and a portfolio manager at hedge fund Willowbridge Associates. He cut his teeth at Lehman Brothers in the 1990s.

Agaisse was one of the few traders who was suspended as part of the FX probe to earn their reinstatement, suggesting he was fully exonerated. Currency traders across continents reportedly colluded to rig exchange rates and front-run client orders, eventually resulting in billions of dollars in fines and the firing of dozens of traders. Five banks including UBS pled guilty to federal charges. UBS declined to comment on Agaisse’s exit. Agaisse didn’t return a request for comment and is no longer in the bank’s phone directory.


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More and more ex-Deutsche Bank people are finding jobs elsewhere

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Deutsche Bank’s front office redundancies are – theoretically – over. This isn’t preventing the German bank from losing staff who choose to go of their own accords, while those who were ejected involuntarily are turning up at rival banks.

Deutsche Bank insiders say at least two fixed income salespeople have left for rival banks in recent weeks. They are Ishaan Sethi, a vice president on the hedge fund rates sales desk, and Jack Cunningham, an associate in G10 rates sales.

Unconfirmed reports suggest that Sethi, who worked for Deutsche Bank for over eight years, is joining Goldman Sachs. Cunningham, who joined Deutsche in 2015 after an internship, is going to Barclays.

DB insiders say there’s been an increase in staff quitting voluntarily for rival banks. This includes exits previously reported here, like Dennis Cheng and Christopher Gau, who’ve both gone to Goldman Sachs.

While other banks are poaching the staff Deutsche wants to keep, they’re also hiring the staff Deutsche let go. Barclays announced today that it’s hired Darren Campili, Deutsche’s former global head of healthcare, who left the bank in June.  Mark Sooby, a former MD at Deutsche’s now-closed Houston office recently turned up at Lazard’s Houston business.

Headhunters say Deutsche Bank has been offering generous buy-backs to staff who try to leave. The bank didn’t respond to a request to comment on the departures of Sethi and Cunningham. The departures follow a programme of layoffs at Deutsche Bank which resulted in 1,700 jobs being eliminated in the second quarter of this year following the arrival of new CEO Christian Sewing. Most of those let go have yet to find new jobs: people like Sumit Chaudhary, Deutsche’s former co-head of CEEMEA structured credit are still out of the market.

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The simple reason why no one wants to leave Blackstone

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Private equity behemoth Blackstone just posted impressive second quarter results – the value of its portfolio increased by 9.5% over the past three months, up from 6.4% in Q1. The performance led to a huge spike in compensation, with Blackstone setting aside over $813 million for its 2,300 or so employees, up 21%. But this year especially, Blackstone staffers are going to need to wait around for a while before they get to enjoy the full bounty.

Despite the increase in overall pay, Blackstone’s incentivized fee compensation – its bonus pool for the quarter – fell by 54% to just under $10 million. At the same time, realized compensation – the money that is usually paid out in carried interest after an investment hits its hurdle rate (usually a 7-8% return) and an investment is exited – fell by 5% compared to last year’s Q2 and is down 47% year-to-date.

So how did the overall pool increase to $813 million? A massive spike in unrealized compensation that may take years to find its way into the hands of top employees. Blackstone earmarked nearly $190 million as unrealized compensation in the form of carried interest in Q2, up 119%. Year-to-date, unrealized compensation has increased by 371% compared to the first six months of 2017. When that will be paid is anyone’s guess: Blackstone has been known to sit on investments for anything from five to 11 years. 

Yes, cash pay is still massive, giving credence to the popularity of private equity and Blackstone in particular among finance pros. But a very sizable carrot that has grown even larger this year still sits at the end of a stick, making employees wait around for a host of investments to come to fruition. Roughly 24% of the overall comp pool for the second quarter is unrealized.


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Morning Coffee: Sorry end for talented trader whose pay deal was the envy of the industry. Goldman’s interesting new habit

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There’s unlikely to be a trader anywhere who hasn’t heard of Christian Bittar. He, after all, is the ex-Deutsche Bank trader who made £90m ($117m) aged 38 in 2008 thanks to a famously generous ‘percentage deal’ with Deutsche Bank whereby he got a share of his profits. Yesterday, it all came to an ignominious end: to the distress of his “inconsolable” wife, Bittar was sentenced to five years and four months in prison for conspiring to rig interest rate benchmarks. Judge Michael Gledhill said he’d contemplated issuing a prison sentence of 10 years, but had relented due to the toll the case had already taken on Bittar’s life.

Bittar’s ability as a trader was highlighted by the judge. So too was his curious disinterest in the money itself. Bittar was a trader of “calibre”, said Gledhill. – When fellow conspirator Philippe Moryoussef tried to copy Bittar’s approach and demand a similar pay deal, he made far less for himself or for the bank. And while Moryoussef was deemed to be motivated by greed, Bittar – whom Bloomberg previously described as living in a “relatively modest London house” and driving a non-flashy car – was deemed to be motivated mostly by the game. “The reason for your offending came at least in part from the satisfaction of being able to beat the system by manipulation,” suggested the judge – even though Bittar reportedly lobbied for higher pay at Deutsche Bank and threatened to leave for a hedge fund if it wasn’t forthcoming.

If true, Bittar’s lack of interest in money should now act in his favour. Now of no fixed address, he lost €40m in unrestricted stock when he was fired from Deutsche Bank and yesterday was ordered to pay fines and costs totaling £3.3m ($4.3m) alongside his prison sentence.

Bittar’s fellow conspirators, alleged and otherwise, fared better. Moryoussef  was sentenced to eight years in prison but is hiding out in France and planning to take his case to the European Court of Human Rights after claiming outside the court that, “What I was doing was legitimate, legal and had been done throughout the banking industry for over two decades.” He didn’t turn up for the trial and was sentenced in absentia.

The court was unable to reach a verdict on three other defendants, Colin Bermingham, Carlo Palombo, and Sisse Bohart, who will be retried in January. The process is already taking its toll: Palombo, who has moved on from banking and is now a teaching assistant at the University of California, came to London for the trial and will now need to come back again next year. In July he raged on Facebook against, “morally worthless corporate lawyers, prosecutors and public officials who play the game in hope this will help their career.

“To all of them: enjoy your successful life and your social status, and be as unhappy as you can possibly be,” he added.

Separately, if you’re a senior person and you want to work for Goldman Sachs, this may be your opportunity to do so. The Wall Street Journal notes that Goldman has hired 15 partners externally over the last year, where in the past it hired almost none. Not everyone wants to be a Goldman partner though – the firm reportedly had a “handshake deal” to hire Bill Graham, a utilities banker at Morgan Stanley last spring but Graham changed his mind.

Meanwhile:

David Solomon is expected to load Goldman Sachs’ management committee with women. (Business Insider) 

Goldman Sachs thinks equity research content will help it overcome MiFID II. (The TradeNews) 

Goldman Sachs poached David Wernert, an equity derivatives trader from Barclays. (Business Insider) 

Eric Schlanger ex-head of equities at Barclays in America is setting up a hedge fund: “Working for a large institution means you end up working on problems that you weren’t necessarily put on this earth to solve and may not affect the bottom line. I’m a trader and I want to make money, so being in a number of bureaucratic meetings is not necessarily why I came to Wall Street in the first place.” (Financial News) 

A retired GP ordered the contract killing of his Edinburgh-based financial adviser on the dark web as part of a “five-year vendetta” because he blamed the banker for losing £300k from his pension.  (The Scotsman) 

There’s been a sharp rise in deaths caused by alcohol-related liver disease since the financial crisis. (New Scientist) 

Concorde’s trying to make a comeback. (WSJ) 

Cloned UBS economist has no worries for his job: “I can perhaps have more empathy and feeling for the client”. We drink coffee together, I do not have to press a touch pad for a response. We talk about a broad range of subjects — including Brexit…. This clone can’t do the job I do at the moment, but it is just the beginning.” (Financial Times) 

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J.P. Morgan’s old head of AI is up to something interesting at Cerberus

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J.P. Morgan’s machine learning team has had a busy year. Following the exit of various of its senior members,  J.P. Morgan’s renowned Intelligent Solutions unit was disbanded and its remaining employees dispersed across the bank’s operating units. Nowadays, machine learning in the investment bank is run by Luc Teboul, the head of corporate and investment’s data engineering unit. Meanwhile, Afsheen Afshar, the former head of data science at J.P. Morgan’s investment bank is busy building an entirely new system at Cerberus Capital Management, the private equity fund which owns a 3% stake in Deutsche Bank.

Little has been publicly divulged about Afshar’s project Cerberus. However, when Cerberus announced Afshar’s appointment in October 2017, it said that Afshar would both be building a new data science platform and assembling, “a team of world-class technologists.”

So far, there’s little sign of the latter – although Afshar recruited Jason Gilbertson, a fellow Stanford University data mining and statistics graduate in April 2018.

Quietly, both Afshar and Gilbertson purport to be up to something big. In publicly available information, both say their roles at Cerberus are to, build a ‘full-scale front-to-back data and advanced analytics capability that can be leveraged by all businesses and portfolio companies touched by the entire firm.’ This is in line with Cerberus’ original declaration that Afshar was hired to develop, “a proprietary operations platform focused on artificial intelligence and machine learning, the goal of which is to empower Cerberus’ portfolio companies and trading desks with the technological, analytical, and cultural perspectives to extract measurable value out of raw data.”

Afshar is working for COAC (Cerberus Operations and Advisory Company), a team of around 110 operating executives and experts which works to improve the performance and efficiency of the companies Cerberus invests in. Earlier this month, it emerged that COAC has been enlisted to help overhaul Deutsche Bank – suggesting that the system built by Afshar – who worked for Goldman Sachs for nearly six years before joining J.P. Morgan, could be used to improve Deutsche Bank as well as the other investments in Cerberus’s portfolio.

Cerberus isn’t the only private equity company looking at the use of big data and artificial intelligence. In February, Blackstone said it has an internal data group that’s also mining portfolio companies for information. Blackstone’s data science unit is run by Matthew Katz, who joined three years ago from hedge fund Point72 after starting his career in M&A at Credit Suisse.

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How to ace a video interview at Goldman Sachs

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Two years ago, Goldman Sachs made the decision to stop conducting interviews for undergraduate students on college campuses. Instead, the bank switched to video interviews for first-round candidates, noting at the time that the move would allow Goldman to broaden its reach and recruit from a more diverse pool of students.

Earlier this week, Goldman tweeted out a video with some tips on how to successfully navigate a video interview. While the advice comes from Goldman recruiters, most all of the suggestions are applicable for anyone preparing for a video interview at a bank. J.P. Morgan, Morgan Stanley and Bank of America also utilize video interviews for entry-level positions, as does Deloitte, Sequoia Capital and many other financial firms. We also included some specifics that we’ve heard from insiders on what digital interviews at Goldman are like as well as some questions that the bank has asked previous candidates.

Quick tips from GS

Prepare as if you were going into a traditional interview. Read up on the firm, the role or roles for which you’ve applied, and prepare a few personal examples on how your background would fit within Goldman. If you’ve applied to multiple roles, you’ll still only take part in one video interview.

Recruiters say that you don’t need to dress formally, but you should wear something that gives you confidence. What does this actually mean? Dress business casual. The video Goldman tweeted shows a male candidate wearing a crisp, one-tone button-down shirt with no tie or suit jacket.

Pay attention to body language and posture while maintaining eye contact with the camera. This is likely hard to do if your computer is sitting well below you, so chose a surface where you’re positioned on a level plane with the eye of the camera.

Be specific and be sure to answer all parts of the question. You’ll have 30 seconds to prepare after hearing the question and two minutes to answer, we’re told. But you don’t need to use the full time allotted – just move on to the next question. However, the recording will shut down right at two minutes.

Practice. Goldman allows you to take an unlimited number of practice questions before starting the actual recording. The default setting will contain a view of yourself but that can be turned off if it’s distracting.

Don’t be a robot. Recruiters were a bit more diplomatic in their phrasing, but they clearly don’t want to see that you’re reading from hidden notes or uttering scripted answers.

Specifics on the process

Previous candidates tell us you can expect five questions and possibly a sixth if you’ve applied to multiple divisions. As you’ll see below, the questions are fairly generic. The entire process will take less than 15 minutes and you’re likely to hear back in about two weeks. Most of the questions will be behavioral, with one specific to the division for which you’ve applied that will be more technical. J.P. Morgan only asks potential interns three questions, but they allow three attempts per question. It’s one-and-done with Goldman.

Both J.P. Morgan and Goldman Sachs rely on HireVue’s digital interviewing system, which has machine learning capabilities that can provide an automated assessment of candidates based on 15,000 dimensions, including body language, stress in your voice, vocabulary, speed of delivery and eye movements. However, Goldman recruiters note clearly in the video that your submission won’t be reviewed “by robots or anything like that.” Only recruiters and hiring managers will make the assessments. Other firms that rely on HireVue may utilize the technology, however.

Interview questions asked by Goldman

Why do you want to work at Goldman Sachs? Why investment banking?

Why this particular division? What does this division do? What is it about your background that makes you a good fit for this division?

What’s the hardest problem you’ve encountered? How did you overcome it?

Walk me through a time you were working in a team and you took the initiative to make a change.

Walk me through a time you had to resolve a conflict with someone senior to you.

What’s your greatest strength?

Tell me about an asset class you’re interested (asked in securities interviews).


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After a mixed second quarter, banks are trimming rates desks

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2017 was a good year for banks’ macro desks, with various banks making big hires across rates sales and trading in London and New York. Will 2018 be the year jobs are cut again? Not necessarily, but there’s a definite trickle of staff who are leaving.

Deutsche Bank’s decision to “significantly reduce” its U.S. rates business is well known. Nomura’s decision to cut senior rates staff in its recent layoffs is also well known on the street, although less well-publicized. Now, we understand that UBS has also made some cuts to its rates team in NYC.

UBS declined to comment on the cuts, which are understood to have affected a handful of salespeople at executive director and director level in the Swiss bank.

In London, Nomura is understood to have put at risk Ceki Boz, an MD and head of rates options trading, Will Johnson, a gilt trader, and Bala Arumugam, a Euro government bond trader.

When U.S. banks reported their results this week, the verdict for rates desks was mixed. Goldman Sachs, for example, said that rates revenues were “modestly lower” compared to the first quarter as lower revenues in Europe were partially offset by sold performance in the U.S. market. Bank of America said improved performance across its macro products business (rates and FX) was offset by a weaker quarter for credit trading.

The fact that some banks had good quarters in rates trading means that people who’ve been laid off from their rates jobs should find it easy to get new ones. Headhunters say Nomura’s traders have been interviewing elsewhere and that one already has a job, Paul Lynn, the EMEA head of macro sales who left Nomura in May has just turned up as head of financial institution sales at Credit Agricole in London, while Scott Friedlander, an MD in hedge fund sales at Nomura is understood to be joining a fintech firm.

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Junior banker? You’re not that rich

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Last year, I was at a friend’s birthday party, who, like me, worked in investment banking. Unsurprisingly, most people at the party was working in the same space; many well-off, promising faces from investment banks and funds. Another friend was speaking to me about leaving her job without a continuation plan, to which I asked if she had any emergency savings. To my surprise, not only was she not familiar with the rainy-day saving concept, but she also had less than £500 saved after several years. “That’s barely a month, not even two weeks of expense”, said I. To illustrate to her how imprudent it was, I asked around the party of how much savings people had. Even more astonishing, not a single person in this crowd had more than £1,000 in savings; while most had less than £500.

Assuming a typical first-year investment banking analyst salary of £55k ($72k) and a 50% bonus of £27.5k, how do people who make 2.4 times the average London salary (£34.5k) end up without any savings?

To understand the cause of this, I conducted a survey on the spending behaviour of my peers. £55k base at a 33% effective tax rate (with National Insurance/other contributions) results in take-home pay of c.£3k/month. The following essential expenses already account for around £2.1k/month.

• Food: weekday meals or groceries – £100/week or £433/month
• Rent – £200/week or £860/month
• Essential bills (electricity, water, gas) – £25/week or £108/month
• Phone bills – £10/week or £43/month
• Transport cost (public transport and some taxi rides) – £50/week or £215/month
• Other miscellaneous expenses such as clothing, household amenities, gadget/travel insurance, gym membership, other online subscriptions (e.g.Spotify/Netflix) and more – £100/week or £433/month.

If you often eat out and/or going out 2-3 times every weekend with an average spend of £50 per occasion, this amounts easily to £645/month. After deducting student loan repayment of another c.£300/month, we’ve exhausted £3k. This is how many have been living on their pay checks month-on-month without any savings.

In addition, setting imprudent personal finance management asides, most junior bankers often scale-up their standards of living based on what they think they’ll be able to achieve with their salaries. They don’t actually realize that their salaries will run out faster than they think.

It’s because their salaries run out that many also spend their bonuses. The £27.5k bonus, equivalent to c.£18.k take-home pay, is often spent unwisely because people think they deserve some relaxation after such an intense work-hard/play-hard schedule.

Hence there are:

• Two annual long vacations (all-inclusive of hotels, flights, meals and experiences, at £2.5k each) costing £5k.
• Three short weekend vacations (all-inclusive at £1k each) costing £3k.
• Expensive hobbies (skydiving, golf, scuba diving, sailing courses, sport car rentals, fencing, equestrian, art club, or wines) easily costing an average £100/week or £5.2k a year.
• Branded clothing/accessories such as expensive suits, handbags, shoes or a combination costing £250/month or £3k a year.
• Costly spontaneous, impulse spending such as last-minute concerts or spontaneous spending on nights out, costing £1k a year.
• Spending on an electronic device upgrade or new much-hyped gear such as a phone, laptop, tablet, drone, camera or hoverboard. £1k a year.

As such, we are left with less than £500 from the £18k.

It’s easy to spend money. It’s also a mistake. Prioritising a rainy-day fund or starting to save for retirement is a habit you need to get into early in your career. – Especially in banking, where you might leave your job without an exit plan.

If you’re a junior banker you therefore need to remind yourself that you’re not that rich after all. Your money will disappear faster than you think.

Below is the flow chart I used to manage my money while I was at Goldman Sachs. I strongly recommend that anyone in banking follow the same approach!

Mai Le

Mai Le was an investment banking associate at Goldman Sachs before she left to found her own venture Vietnam Inbound (vietnaminbound.com). Besides writing on her own blog (lequynhmai.com), she also runs a cover-letter sharing community called Cover Letter Library (coverletterlibrary.com).”

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My prep route to becoming a Fixed Income Analyst

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Ian Chong, now a Fixed Income Analyst at REDD Intelligence, knew that having the right Master’s degree would be critical in determining the success of the career switch he was aiming for.

Chong wanted to shift into a role that was more analytical and idea-driven, such as being an analyst at a research house, but he didn’t think his Bachelor’s degree in accounting and finance gave him the right foundation to make such a move.

“I wanted a postgraduate degree that was professionally orientated and would better prepare me for the demands of a career in investment research, as well as the CFA designation,” he says.

The MSc in Applied Finance (MAF) from Singapore Management University (SMU) met all his requirement of a postgraduate degree. Being able to graduate in 12 months in the full-time format was appealing. “SMU has a reputation for being very current and industry focused. A lot of effort is made to ensure you can apply what you have learned in a professional setting. This was important as I wanted to get my feet on the ground and start looking for a job as soon as possible.” explains Chong.

He also liked SMU’s proximity to Singapore’s financial district, which made it easy to network with alumni or other finance professionals after classes.

The SMU MAF programme is coursework-orientated and aims to prepare students for market-facing roles. It also follows the CFA syllabus closely. Chong says this enables students to develop a solid grasp of investment research and evaluation techniques, regardless of their work and academic backgrounds.

As part of the course requirement, Chong had to develop integrated financial models for companies across several different industries, as well as appraise their value to equity and bondholders. Many of the programme’s modules also involved challenging tasks that need to be completed in groups. “The programme takes in students from varied academic and professional backgrounds. The group work pushes you to build rapport with others who have different skillsets and viewpoints. I’ve emerged a stronger team player with a widened view as a result.” shared Chong.

Amongst the modules offered (ranging from financial markets in Asia, to fixed income and equities, to corporate finance), Chong particularly enjoyed the electives on private equity and advanced corporate banking. “These were taught by seasoned industry practitioners who have more than cut their teeth in the industry. They had lots of war stories and invaluable tips to share.”

One quality of the SMU MAF that really stands out for Chong is its emphasis on applying academic learning to real-world situations. The university’s highly qualified faculty play a big role in this.

“Having professors who have held diverse leadership and technical positions through challenging times like the 2008 financial crisis really drives home the contrast between what you learn as part of your academic pursuits and the realities that industry professionals face.” emphasized Chong. “It always helps when someone who is teaching you the subject has real-life anecdotes and observations to help bring you up to speed.”

Chong recounted the advice of the professor who taught corporate banking, whose mantra was that bankers did not lend to financial statements, but to businesses. “I now apply this daily in my job as an analyst. I’m always seeking to understand the company behind the numbers.”.

To balance the ‘hard’ critical, analytical and problem-solving skills, the programme also places emphasis on ‘soft’ people and communication skills. “SMU has no shortage of opportunities for you to polish your public speaking skills and string together coherent points on the fly.” acknowledged Chong. “It’s definitely helped me to manage this pressure and I’m now much more confident.”

Not only did the relevancy and coursework give Chong a solid headstart in his internships and full-time job, he passed both Level I and II of the CFA on his first attempt.

Apart from helpful SMU alumni who were willing to share tips and catch up over coffee or after-work drinks, Chong was also impressed with the assistance of the career services team in his job hunt. “There were a few occasions where the career services officer contacted me to recommend jobs. They even offered to help prepare me for the interview.”

Chong highly recommends the SMU MAF to anyone wanting to break into a front-office position. “The programme is a rigorous one, designed to provide you with abundant opportunities to learn and equip you with skills relevant to the real world.” he concluded.

Image credit: getty

Morning Coffee: The awful reality of working for a private equity fund. Banking careers for social climbers

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If you visit this site regularly, you will have already seen some cautionary tales of bankers who moved into private equity (PE) and who found the grass that was supposed to be greener to instead be withered and brown. Now, forum website Wall Street Oasis has a post from a former junior banker who joined a PE fund and whose life has become a misery as a result.

It’s not that the work is boring – although assembling spreadsheets all day for a middle market private equity fund in the healthcare, manufacturing and energy space isn’t necessarily more exciting than working for a bulge bracket bank covering “awesome tech companies.” Nor is it that the pay is bad – although the compensation is apparently “below the street” and there’s no carried interest until VP level. It’s the hours – the hours are awful.

Whereas most big banks now have restrictions on juniors’ working hours, giving young staff proper time off has passed some PE funds by. “Literally every weekend I get an email: “Let’s talk NOW. Where are you?” and it drives me insane – i can be literally anywhere as it is my day off,” complains the ex-junior banker in the midst of a rude PE awakening. “This company tracks every single hour that you are out of the office,” he adds, complaining that the U.S.-based fund only offers 15 days a year in holiday time and that any additional time taken as sick days or personal time must be deducted from this.

Like many other young bankers who leave for private equity, the Wall Street Oasis complainant now looks back fondly to his time in banking. In banking, he says the culture was “amazing,” the people were “fantastic,” and there were plenty of social events, group lunch breaks and coffee chats. And yet, for some reason he wanted to leave for private equity, and now he feels stuck. The longer he stays in PE, the worse it will get: once he receives carried interest, he’ll have to stick around for five or six years until it vests. “Start looking for another job,” advises someone else on the forum. “You get paid in PE with carry which locks you in. Don’t get locked in.”

Separately, Financial Times’ writer Janan Ganesh makes some interesting observations about the kinds of people who go into banking. “All my life, it [banking] has been the social-climber’s profession of choice,” says Ganesh, noting that there are few other industries that allow talented people to advance irrespective of their accent, class, colour or nationality. By way of example, he highlights Sajid Javid, the UK home secretary who previously worked for Deutsche Bank and J.P. Morgan. Javid was applauded for making British home secretary at 48, but he became a VP at Chase Manhatan at 25, says Ganesh. “We forget how much banking did to finish off the class system in Britain,” he adds.

Meanwhile:  

The European Union rejected Theresa May’s plan for enhanced equivalence for financial services because it says it would, “rob the EU of its “decision-making autonomy”. (Financial Times)  

Citi appointed Stefan Wintels, who ran the bank’s FIG group in EMEA since 2010, to a new role managing the bank’s office in Frankfurt ahead of Brexit. (Financial News) 

Investors still aren’t clear about Christian Sewing’s strategy at Deutsche Bank. Unless revenues increase, Sewing may need to cut jobs in the investment bank again. (Bloomberg) 

Blackrock hired 400 staff for a data and technology hub in Hungary and plans to hire 100 more. 82% of the hires so far are Hungarian. (Financial Times) 

At least 24 people have left BAML’s London equity research business in 2018, including seven senior analysts. (Financial Times) 

Quantitative hedge fund AQR paid $400k per employee last year. (Financial Times) 

You’ll be in demand now if you can manipulate the genetic code of pigs. (Bloomberg) 

Send a thank you letter – it will have more effect than you think. (BPS) 

Photo credit: andresr/Getty

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This is how much you’ll earn working for XTX Markets

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XTX Markets is the future. With capital-constrained banks less aggressive than in the past, non-bank electronic market makers like XTX are seizing their moment. In the 2018 Euromoney FX survey, XTX jumped from 12th to 3rd place with a market share of over 7% for global FX trading. The company is pushing into Asia and is well known for its fancy office at London’s King’s Cross.

If you work for XTX Markets in London you’ll therefore work for a company that’s on the up. You’ll also get to eat your lunch in a replica Apollo 11 landing capsule and to sleep in the office if want. But will you get paid? The answer is yes, but not as much as you might think.

As an electronic trading company, XTX doesn’t employ legions of traders. Nor does it employ many human beings at all. The most recent accounts released for XTX Markets Ltd for the year to December 2017, indicate that there are just 47 staff in London, up from 43 last year.  Together, these 47 made £155m in revenues and £61m in profits for 2017, a profit margin of nearly 40%.

However, XTX isn’t exactly generous when it comes to sharing this money around staff. While Goldman Sachs was lambasted last week for cutting the proportion of revenues it pays in compensation to just 37%, the compensation ratio at XTX is just 7%. Last year, the company paid £11.5m of its £155m revenues to employees.

The result was that average compensation per head at XTX was £244k ($320k) last year. Although this is more than most London salaries, it’s less than the $523k average at Goldman Sachs International. It’s also less than the pay at quite a few large London hedge funds.  Nor does XTX pay entirely in cash: the company operates a three year deferral like most big banks.

Why doesn’t XTX pay more? It probably doesn’t help that 44 of its 47 staff are deemed “support staff”, with just three (Alex Gerko and Zar Amrolia, the co-chief executives and Niki Beatti, the non-executive chairman) deemed directors. But even the directors aren’t making millions – the highest paid received £400k for both 2016 and 2017.

Instead of rewarding its staff XTX seems to be investing in organic expansion. The XTX Group is pushing into new geographical markets and the UK entity helped fund the rest of the group with a £22m dividend last year. The UK company also paid significant amounts in operating leases, depreciation and ‘strategic advisory fees.’ Staff were one of many priorities.

XTX’s results could therefore spell bad news for technologists who hope to get paid like traders as algorithms take over. The implication is that they won’t be: they will be paid like very well compensated technologists. The new breed of technologists could soon be better off than traders, though: under XTX’s model, traders’ skills aren’t needed at all.

Photo: Nadler/Getty

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

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