IB to GTM > ???

Jumping from IB to a fast-growing tech startup, especially in a niche like deeptech/defense, can be a strategic move, but it comes with trade-offs. Based on the most helpful WSO content:

1. Joining the Startup:

   • A startup at a ~$10bn valuation with 200 employees suggests significant growth potential and likely strong backing. This could be a unique opportunity to gain operational experience, build a network in the tech/defense space, and potentially earn equity that could be lucrative if the company continues to scale or exits successfully.
   • However, transitioning after just one year in IB might limit the depth of your financial skillset, which could be a disadvantage if you aim to return to the buyside later.

2. Returning to the Buyside:

   • It is possible to get back on the buyside track, but it depends on how you position your experience. Growth equity and VC firms, particularly those focused on tech or defense, might value your operational insights from the startup. However, LMM PE firms might prioritize candidates with more traditional IB or PE experience.
   • Networking will be critical. Highlighting your unique exposure to strategic decision-making, scaling operations, and industry-specific knowledge can make you stand out.

3. Considerations:

   • Risk vs. Reward: Startups, even at high valuations, carry risk. Assess the company's trajectory, your role's impact, and the equity upside.
   • Long-Term Goals: If your ultimate goal is buyside, consider whether the startup experience aligns with the type of investing roles you want. For example, VC firms might value this experience more than traditional PE firms.
   • Timing: Spending more time in IB (e.g., 2-3 years) could provide a stronger foundation and make you a more competitive candidate for buyside roles later.

Ultimately, the decision hinges on your risk tolerance, career aspirations, and confidence in leveraging the startup experience to pivot back to the buyside if needed.

Sources: Breakdown of Post-IB Exit Opportunities, Breakdown of Post-IB Exit Opportunities, Transitioning from Tech Sales to IB