Lean teams in IB….

Based on the most helpful WSO content, it seems your situation is not uncommon, especially in lean teams. Here are some insights and actionable advice:

1. Lean Teams Are Common but Challenging: Lean teams, like the structure you described (An/As3/D/MD), are often a reality in investment banking, particularly for "important" deals. While this setup can provide more exposure and responsibility, it also means a heavier workload for each team member. This is especially true when there’s no VP to bridge the gap between the associate and director.

2. Time Management Is Key: Struggling to balance live deals with business development (BD) and other tasks is a common challenge. To manage your time better:

   • Prioritize ruthlessly: Focus on tasks that are critical to the deal's progress and delegate or defer less urgent items.
   • Set expectations: Communicate realistic timelines to your seniors and push back when necessary. For example, if a task isn't deal-critical, suggest a more reasonable deadline.
   • Batch tasks: Group similar tasks together to minimize context-switching and improve efficiency.
   • Leverage resources: If your firm has support teams (e.g., India teams or analysts from other groups), try to offload repetitive or time-consuming tasks to them.

3. Staffing and Team Dynamics: The absence of a VP can make your workload feel heavier, as VPs typically handle a lot of the coordination and review work. If this is a recurring issue, consider discussing it with your staffer or seniors. Highlight the impact on your ability to contribute to BD and other initiatives, as these are important for your long-term career development.

4. Efficiency Tips from WSO Threads:

   • Templates and Tools: Save templates for common deliverables (e.g., company profiles, diligence decks) to speed up repetitive tasks.
   • External To-Dos: Send out requests to external parties (consultants, lawyers, etc.) early in the day or week to avoid last-minute surprises.
   • Proactive Communication: Actively manage up by proposing interim deliverables or timelines that allow for smoother workflows (e.g., "Can we review a draft tonight and finalize tomorrow morning?").

5. Burnout Awareness: If you're consistently working >110 hours per week, it might be worth raising the issue with your staffer. Check if other analysts in your group are experiencing similar workloads. If not, there may be an opportunity to redistribute tasks or bring in additional support.

Ultimately, while lean teams are a reality in IB, it’s important to find ways to manage your workload effectively and advocate for yourself when necessary. If the current setup is unsustainable, don’t hesitate to have a candid conversation with your staffer or seniors.

Sources: David and Goliath: The Boutique and The Bulge Bracket, How Do You Deal With the BB Sweatshop Hours?, How can we do better?, Talk me off the cliff