“I recently had a LinkedIn audit call with Arnau as part of my WSO Academy program, and it was one of the most practical and useful sessions I've had so far. I came in thinking my profile was in decent shape. I left with a clear picture of how recruiters and bankers actually see it, and a concrete list of changes that will make it work much harder for me.
Some background: I'm moving from corporate finance into investment banking, corporate banking, and private equity. I have an MBA in Corporate Finance, a PMP, and several years of finance and project management experience. Making that kind of move depends heavily on how you present your story, and LinkedIn is often the first place a recruiter or analyst sees it. That's why this session mattered so much to me.
From the first few minutes, Arnau was well prepared, direct, and focused on what actually moves the needle. He didn't just give generic tips like "add a professional photo." He went through my profile section by section and explained why each piece matters to someone in finance who's quickly scanning candidates. His feedback was honest without being discouraging, which I really appreciated. He pointed out where my profile was underselling my experience and where it wasn't clearly showing that I'm aiming for banking and PE.
What stood out most was how he helped me think about positioning. My background covers corporate finance, project management, hospitality, and real estate, and it can be hard to make that read as one clear story. Arnau helped me connect those experiences to the skills banks look for: financial analysis, modeling, managing budgets and capital, and working with senior stakeholders. He showed me how small changes to my headline, About section, and experience bullets can make that story obvious within seconds.
The session was also very actionable. I didn't leave with vague ideas. I left with a short list of specific edits I can make right away. That matters a lot when you're job hunting and every week counts. He also shared advice on using LinkedIn more actively, such as engaging with the right people and content, so the profile supports my networking instead of just sitting there.
I also want to recognize the overall WSO Academy experience. Between the modeling bootcamp, the company research work, the mentorship, and sessions like this one, the program has given me structure and support during a career transition that can otherwise feel isolating. This call was a good example of what makes WSO different: the people coaching you understand the industry you're trying to break into and give feedback that reflects how hiring really works.
If you're a WSO member and haven't booked a LinkedIn audit yet, I'd strongly recommend it. It's a short time commitment, and the return is significant. Your LinkedIn profile is often your first impression, and having an experienced set of eyes on it is worth it.
Thank you, Arnau, for your time, honesty, and practical guidance. I'm excited to put the changes in place and keep building toward my goal of breaking into investment banking.”
This depends on what you mean by "spent" and by "can be used by X" vs. "X gets benefit":
Either way, the value of the firm is determined as the present value (PV) of its projected future cash flows.
1) If they distributed the $3m CFO to shareholders, projected cash flows starting July 1st would be identical to those projected back in Jan 1, with the value of the firm on July 1 equal to that on Jan 1 (from the valuation date).
2) If they used the $3m CFO for CapEx (e.g. buy machinery), X acquires a company that has $3m more in fixed assets than in the beginning of the year. Thus, the PV of expected future cash flows as of July 1st should be $3m higher than the PV as of Jan 1st (assuming they bought machinery worth the money). Had they just left the cash laying around, it would be the same, just that instead of having higher future cash flows you'd have an extra $3m cash on top of the PV of expected future cash flows (which would still be identical to that back on Jan 1). Thus, the CFO from the first half year can be used by the acquirer not only if 100% is retained as cash, but as long as the money is retained anywhere in the firm (given it's applied to good use and if by "benefit to the acquirer" you mean "value the acquirer gets"). Then again, they'd have to pay a $3m higher purchase price than on Jan 1.
Monkey's advice is wrong. It depends on whether you use closing accounts (business is sold cash-and-debt free / you have to fund the cash on the BS at closing) or locked-box (purchaser gets to keep cash as of locked-box date). If you use locked-box you will have to pay interest on the purchase price which should mirror the cash generation of the business so in sum there is no difference between the two methods. To summarize, as a base assumption, no you don't get to keep the cash generated prior to closing.
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