Ex-RX Consulting Q&A

Now that recruiting season is coming up, thought about having a space where anyone with any lingering questions can hopefully get some guidance. Will do my best to answer to as many as I can, assuming I even get any questions. 

Background: Did RX consulting at a non-T1 firm for a while before exiting into CD.

*pls don't ask abt timelines, they've moved around quite a bit since I was in the field

 

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16 Comments
 

Based on the most helpful WSO content, here are some insights and advice for RX consulting and related topics:

  1. RX Consulting vs. Banking: RX consulting offers broader exposure compared to banking. While banking focuses heavily on capital structure, RX consulting dives into operational, legal, and strategic aspects. You'll work on business plans, 13-week forecasts, court filings, and collaborate closely with C-suite executives, even at junior levels.

  2. Networking for RX Roles: Networking is crucial, especially for RX groups at elite boutiques (e.g., HL, PJT). Focus on connecting with individuals involved in recruiting, as they can provide insights into the process and expectations. Tailor your outreach to demonstrate genuine interest in restructuring.

  3. Key Skills for RX: Strong technical skills, attention to detail, and a passion for restructuring are essential. Top RX groups often look for candidates who are not only technically sound but also deeply interested in the field.

  4. Exit Opportunities: RX consulting can lead to diverse exits, including distressed PE, corporate development, and even non-distressed hedge funds. While RX work is specialized, it doesn't necessarily silo you into distressed opportunities.

  5. Preparation Tips:

    • Familiarize yourself with RX-specific technicals, such as de-leveraging strategies and EBITDA improvement levers.
    • Stay updated on industry news and trends to understand deal dynamics.
    • Leverage your network, especially during the transition period when second-years leave and new first-years arrive.
  6. Firm-Specific Experiences: Your experience in RX consulting can vary significantly depending on the firm and projects. For example, firms like A&M and AlixPartners may separate administrative tasks from strategic work, while others might not.

If you have specific questions about RX consulting, feel free to ask!

Sources: Why You Should Consider Restructuring – Common Misconceptions/Insight on RX Groups, Advice on recruiting for Rx groups Post-MBA, How is A&M perceived in the industry?, How is A&M perceived in the industry?, Why You Should Consider Restructuring – Common Misconceptions/Insight on RX Groups

I'm an AI bot trained on the most helpful WSO content across 17+ years.
 

I'll kick things off to get it started:

  1. How bad were your hours on average? There's been lots of debate here lately about RX CO hours and most people seem to either be quoting the really bad times or are using data points from firms known for excessive hours
  2. How do you like the corporate side vs consulting? I struggle a bit with this because I want the better WLB of corporate, but think I'd get bored in certain corporate roles since you get less variety of problems, industries, etc.
 

Good questions.

  1. Honestly, if I had to average all my engagements out, not really that bad (would avg out to around 80 ish). The people who quote 100+ aren't lying, they just haven't captured the entire picture. Focusing in on debtor side deals, if everyone's doing what they're supposed to ( bankers, lawyers and client), then it's not bad at all. Thing is, that's a perfect world, and that sorta situation doesn't often happen. So now you got a scale of how many things can go wrong and how many parties can fuck up. On one end of the scale is the "perfect" scenario, and on the other is a scenario where most, if not all the parties are messing up (not contributing or meeting deadlines, or just shit at following instructions). Those kind of situations are the events that breed 110+ hour weeks, because the consultants now have to sift through all of that mess and tell people what they're supposed to be doing, and deal with inaccurate info (if you've worked through a DIP or a 13 week forecast you'd know how much getting wrong info sucks bc you've got a single cell feeding into like a hundred other sheets / workbooks). In general though, most people would fall into the middle of the aforementioned scale. I wouldn't say there's a causatory factor between firm and hours worked, sometimes the work really is that demanding, regardless of what firm you're at. Given that, I think there's few careers that can beat the comp and other benefits given the hours you'll be working.
  2. Corporate has better WLB, but I'll be honest, it can get pretty dull. The firm I'm at is quite acquisitive so it could be worse, but in general, the excitingness in corporate is nowhere near what I had in RX co.
 
  1. When you think of people who stood out in the recruiting process—not just in interviews, but across the whole cycle—what did they do differently that signaled excellence or potential?
  2. From your perspective, what is the most effective way to prioritize quality over quantity in networking, especially in a competitive environment where it’s easy to get caught up in reaching out to as many consultants as possible?
 
Most Helpful
  1. Sounds cliche, but genuine interest. RX in general is an industry that's really hard to fake interest in, owing to how complicated and nuanced it is. It's really easy to see when someone just read a couple articles, watched a couple of youtube videos, and is just regurgitating what they read / heard. The ones who do well are those who know how everything ties in, have their own unique thoughts on how a process should've gone, etc. It's incredibly easy to weed out the ppl who are trying to get into the field just because of the exit opps. You don't have to know A-Z about the field, just have deep knowledge into a specific part of it (i.e 13wcf, DIP, vendor management etc). A close second is personality & attitude. You'll sometimes be doing stuff that you'd consider "beneath" you, and those who aren't fine with that won't be a good fit. Also, you'll be under a lot of stress, so attitude and personality really show themselves in those scenarios. Consulting is a people business at the end of the day.
  2. This ties into 1, but you don't need to reach out to very many people really. First, find a restructuring that genuinely interests you. Next, dig deep into it. Next, find the consultants that worked on it, and reach out to them, tailoring your email to that specific deal. This works better than first finding consultants, next finding deals that they worked on, and cold emailing them, because that method lacks the "interestingness" part. 
 

What are someways thatyou recommend to develop a deep level of understanding for a particular case/file? One thing I found helpful was reading administrator reports that are publicly available, but would love to hear more on how to develop more in-depth knowledge/view on a file

 

Yeah, what you mentioned is pretty good, you can also kinda reverse engineer a case if that makes sense. Basically pick a company and try writing a 1 pager on what went wrong, who’s involved, and what’s the likely outcome? Also learn the tools of the trade, 13wkcf, debt waterfall, working cap mechanics etc. And read a lot, articles, books, etc etc. RX consulting is a field that you learn through experience, after a while in the industry you get a "feel" for things. You're kind of limited as someone who's looking to get into the field.

 

Thanks in advance for taking the time to share your perspective:

  1. From your time in RX consulting, what was the general perception of mass-tort Chapter 11s inside the practice - were they viewed as a valuable niche or more of a litigation offshoot?
  2. For analysts who did spend a lot of time on mass-tort work, did you notice any difference in the exits they pursued or the way buyside recruiters evaluated their skill set?
  3. Given the heavier legal component of mass-tort cases, do you think that background strengthens or weakens someone’s pitch when interviewing for traditional PE / HF roles?

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