29 Comments
 

When I was interning, a college student spammed a cringy networking email to everyone on the floor simultaneously. Everybody gathered around one desk and started roasting the shit out of their resume. It was crazy to see it in real life.

 

We had a team make like 3 complicated pages that a VP really wanted, they spent 3 days with 2 all nighters grinding on these pages for the VP. Then immediately when the MD sees the pages he puts big red X’s on the pages to kill them and immediately moves on. Unreal inefficiency 

 
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the source of all evil and calamity in the world is mid-level employees who aimlessly try to impress the seniors by inventing random tasks for the juniors

 

Had another one that made us re print books on Friday at like 6:30 to re-align a logo and would keep saying “never a dull moment in banking”. Whole damn day was one long ass dull moment.

 

I was creating a pitch deck and VP wanted us to add his bio slide with the other seniors along with some final MD comments. Went through a couple turns of it and he didn't want us to send out until he could get an updated headshot, which was annoying because we needed to send to MD for printing approval.

Ultimately once we updated, we sent to the MD whose only edits were a big X on the VP's bio slide. The delay resulted in me having to Uber to JFK to meet the MD with the printed decks. 

VP was actually a super nice guy, so I actually felt bad for him on that.

 

Anything is possible if you're  a lying ass consulting dweeb

 
[Comment removed by mod team]
 

Saw a kid get fired on his first day for spamming Andrew Tate & hustlers university in the teams chat on the global induction call with the head of the division. I think they actually weren’t going to fire him but when he was confronted by HR about it he didn’t seem apologetic at all.

 

Bob Greenhill was obviously one of the great bankers, and they had people of similar calibre in London so as long as the rainmakers were around, they could attract top talent around them and do big deals. When the key people got old, they made a few strategic blunders:

1. Hired good execution people but not the real hitters in the way Evercore did

2. were M&A generalists vs sector specialists in the way Evercore and Cebterview built real sector depth 

3. focused on strategicas vs sponsors when the fee wallet was tillting largely to sponsors

4. Cozy collegial culture with insufficient focus on individual productivity

when they interviewed me about five years ago, it was like going back in time to a world that no longer existed. 

 

Bob Greenhill was obviously one of the great bankers, and they had people of similar calibre in London so as long as the rainmakers were around, they could attract top talent around them and do big deals. When the key people got old, they made a few strategic blunders:

1. Hired good execution people but not the real hitters in the way Evercore did

2. were M&A generalists vs sector specialists in the way Evercore and Cebterview built real sector depth 

3. focused on strategicas vs sponsors when the fee wallet was tillting largely to sponsors

4. Cozy collegial culture with insufficient focus on individual productivity

when they interviewed me about five years ago, it was like going back in time to a world that no longer existed. 

This was meant for the Greenhill thread haha

 
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