How Hard Can It Really Be???

Okay - hear me out.

I've been reading WSO for quite a while at this point in my life, so I know someone is going to dunk on me, but this is an honest question.

I've been working at a BB for quite a few years now and we take on all sorts of crappy LMM deals (less than $40mm EV type stuff). Honestly, I have no clue why we keeping pitching for these mandates. They are pretty awful - hours upon hours of work for a $2-3mm fee. Meanwhile, crappy (sorry, not sorry) William Blair just ripped $2mm for negative work on the SpaceX IPO.

But when I work on these incredibly small sell sides, I keep thinking I could really run a process this size by myself (with some help from maybe an analyst or two). Like I clearly would need a book and to know people to get the deals, but how hard is it really to start up a boutique bank and start pitching for some of these deals myself? I'm pretty dang confident I could create better materials than we are currently creating (just pulling random pages from historical decks and repurposing them for the 30th time). I know of a few people that have went and started their own little boutique and I'm getting pretty tempted to do it myself.

Pls help and convince me why this is either genius or I'm just stupid.

3 Comments
 

Starting your own boutique investment bank is a bold move, but it's not unheard of, especially for someone with experience at a BB. Based on the most helpful WSO content, here are some key considerations to help you decide if this is genius or a potential misstep:

Why It Could Be Genius

  1. Experience and Credibility: Your BB background gives you credibility and a strong foundation in deal execution. Clients in the LMM space often value expertise and personalized attention, which you can offer.

  2. Market Opportunity: Smaller boutiques often thrive in the LMM space because they can provide tailored services and focus on deals that larger banks might overlook or undervalue. If you can build relationships and carve out a niche, there's potential for success.

  3. Lower Overhead: Running a boutique bank with a lean team (e.g., you and a couple of analysts) can keep costs manageable. This allows you to focus on profitability even with smaller deal sizes.

  4. Control and Flexibility: You’d have the freedom to choose your clients, structure your processes, and innovate beyond the cookie-cutter approach you described at your BB.

  5. Transferable Skills: As highlighted in WSO threads, skills like financial modeling, deal structuring, and client management are highly transferable to running your own shop. Plus, your network from the BB could be a goldmine for sourcing deals.

Why It Could Be Risky

  1. Deal Sourcing: The biggest challenge for boutique banks is building a pipeline of deals. Without an established brand, you'll need to hustle to win mandates. Networking and relationships will be critical.

  2. Reputation and Competition: Competing with established boutiques (like William Blair) and other players in the LMM space can be tough. Clients may hesitate to trust a new name, even if you have the skills.

  3. Execution Risk: Running a process solo or with a small team can be overwhelming. You’ll need to handle everything from pitching to execution, which can stretch resources thin.

  4. Capital and Resources: Starting a boutique requires upfront investment (office space, software, compliance, etc.) and working capital to sustain operations until deals close. Are you financially prepared for this?

  5. Regulatory Hurdles: Setting up an investment bank involves navigating licensing and compliance requirements, which can be complex and time-consuming.

Actionable Steps to Test the Waters

  1. Build a Network: Start reconnecting with past clients, colleagues, and industry contacts to gauge interest and potential deal flow.

  2. Develop a Business Plan: Outline your niche, target clients, and how you’ll differentiate yourself from competitors.

  3. Start Small: Consider freelancing or partnering with an existing boutique to gain experience in running smaller deals independently.

  4. Leverage Technology: Invest in tools to streamline processes (e.g., CRM for deal tracking, financial modeling software).

  5. Seek Mentorship: Connect with others who’ve successfully transitioned to running their own boutique. Their insights could be invaluable.

Final Thoughts

Starting a boutique bank isn’t easy, but it’s not impossible either. If you’re confident in your ability to source deals, execute processes, and manage the business side, it could be a rewarding venture. However, be prepared for the challenges of building a brand, competing in a crowded market, and managing the operational complexities.

Sources: https://www.wallstreetoasis.com/forum/investment-banking/do-i-stand-a-chance-in-investment-banking?customgpt=1, A Guide for Switching From Commercial Banking to Investment Banking, Leave banking to start a PE fund?, Thoughts on Starting Investment Bank/M&A Advisory for my Company, How to Start an Investment Bank/Brokerage Firm without Being a Licensed Broker?

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

No, you are absolutely right. it is possible and why there are so many small boutique investment banks 5 - 30 people big. But two issues, one you need relationships. business development is a pain and hard to convince someone to hire you when youve had 0 transactions as a firm. Ive seen these tiny boutiques outreach emails and they go straight to spam

Second, IB is a very terrible cash flow business. you only receive money through retainer or when the deal actually closes, so all the cash is weighted towards the end of a transaction. Nobody wants to hire a banker whose firm is going to go under if they dont get the deal closed (as that would incentive the banker to accept whatever terms possible to get the fee and not optimize for the client)

 

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