Need to improve on walking through deal details and rationale, and anyone have advice?
Currently an Aso1 at a MM. Writing to ask for advice from ideally more experienced folk on getting better with sales, persuading and marketing. Have worked for some MDs and VPs who are incredibly good at talking people through stuff and selling, it’s like it comes naturally to them, although guessing this could partly be from experience and wisdom built over the years as well. I’ve found I can generally lay out the groundwork for my deliverables, but think I fall short on some of the sales and pitching aspects, which I think could be valuable skills to have over the long run in basically any capacity, and I’d also like to walk through my deals more smoothly and convincingly when doing interviews.
Does anyone have any advice on how to improve in this area?
Bump, also interested.
Also wondering
Does anyone have a template for key considerations or talking points they generally follow for deal discussion in buyside interviews?
I often hear people talking about making deal summary pages, but unsure which topics to focus on
2-3 sentences on company background, revenue, GM %, EBITDA margin, customer concentration, why you think it’s a good investment, industry overview
Great question. Bumping this so I can come back later with a response (will be lengthy, sorry).
TLDR: Just like with any sales pitch, you're very generally trying to solve for some kind of pain point or find an edge, and in this case, how a particular transaction addresses that.
Your MD is good at the pitch because they have (usually) spent some time with the client trying to understand that need, have worked with clients facing a similar situation, seen what works and doesn't in terms of deals etc. (the wisdom and experience part of your point). The high level pitch really then becomes the why, why it makes sense strategically and financially, how to make it work (structure/terms, process, financing) and giving the C-suite and board comfort around the risks, i.e., keeping their seats (all the pro forma shit, accr/dil, etc.) . The last part is really important because different boards and C-suite have varying risk tolerances, and my experience is that a lot of times, they're not aligned.
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