Is it the role, or is it me?
Quick background first: I career-switched from accounting to M&A advisory in my late 20's. Initially struggled in the new world (transition from process monkey to adaptable multi-disciplinarian). Eventually moved up and into corporate development. And so begins the setup to the main question(s)...
Company A: Small company with limited resources and a more 'entrepreneurial' style. I was a 'lone wolf' M&A function, operating fairly autonomously and reporting directly to the CEO. Successfully managed several acquisitions and capital raisings end-to-end. WLB suffered during transactions of course, but processes and approach were reasonably pragmatic and manageable. Cycled between busy and less busy periods. Was well-regarded and regularly received pay rises and bonuses in my several years there.
Company B: Larger company with more substantial processes and governance. Managing a small team. Function head is very detail-oriented and exacting. Which is perfectly understandable - except this is coupled with a high volume of deliverables. At any given time, I am juggling multiple transactions, as well as managing the team's work product. And each process is a mile wide and deep, in terms of the level of team co-ordination and deliverables (packs, papers, etc) that are required to document each step. '80:20' is not a concept that applies. The pace is furious, burnout has been real. I've been told that the role is not a good fit for me - my base technical skills (models, packs, general understanding of transaction processes, etc) are fine, but timely delivery of end product has been the core issue.
So the main questions are:
- Is Company A or B (or something in-between?) more reflective of the 'typical' pace and cadence of the Corp Dev function (I recognise that 'Corp Dev' varies hugely from company to company)? [I am considering whether I should I stick with Corp Dev, or twisting to another more suitable area of finance]
- What are suggested alternatives to CD, where I could apply my base technical skills in interesting ways, with genuine strategic/commercial input and decent WLB?
Thanks for reading, and appreciate the input.
Navigating the corporate development landscape can indeed vary significantly from one company to another, as you've experienced between Company A and Company B. Based on the WSO Dataset, here's a breakdown to address your main questions:
Pace and Cadence of Corp Dev Function:
Alternatives to Corporate Development:
Considering your background and the challenges you've faced, it might be beneficial to explore roles that offer a blend of strategic involvement and technical application, with a more manageable pace. It's also important to consider the company culture and the specific team dynamics, as these can greatly influence your job satisfaction and work-life balance.
Sources: The Other Road: Corporate Development Associate Fielding Questions, Anyone do both FP&A and Corp Strat or Dev?, CorpDev -> MM PE?, Corporate Strategy vs Corporate Development, Q&A: Corp Dev (F500) with a non-traditional background and b school
Thanks for the detailed response Bot, it's helpful.
Would welcome additional human input too.
Your current boss directly told you that you and your current role are not a good fit?
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