29 Comments
 

code for "we can't retain enough talent because the culture sucks and/or we are cheap and you will do the job of 2 people for the same pay"

I've done lots of lateral interviews over the years.  anytime I hear someone talk about "lean teams" and "great deal experience", punctuated with a "work hard play hard" culture....I know to STAY AWAY

 

Alternatively, it could also mean that you will have more exposure/responsibility throughout the entire deal process. For greater context, I currently work on a "lean" team (all other junior resources were either fired or quit). Yeah the hours suck sometimes. However, I've had the opportunity to do things outside the scope of what "normal" junior people do. Whether it be leading meetings addressing pre-IOI questions with prospective buyers or traveling to clients' facilities solo to sit down the with the CEO / other c-suite folks to work discuss the CIM / buyers list / operating model. I've been able to learn a ton and take on a lot which will ultimately make me more marketable.

That said....there is a fine line between a "great learning opportunity" and being taken advantage of. The more experience you have, the easier it is to distinguish between the two.

 

It means exactly what it says. For example: on any average big deal:

BB - 2 coverage analysts, 1 coverage associate, 1 coverage vp, 1 MD + 1 product analyst, 1 product associate, 1 product MD

EB / “Lean” - 2 analysts, 1 associate, 1 VP/Director, 1 MD

 
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This thread is reflective of the pussification of America

when I was an analyst, I hated deals where associates were staffed. I’m pretty sure several hapless post MBA associates lost their jobs because I completely ignored their BS instructions.

when I was an associate, I flat out refused to work on deals where there was a VP staffed (I dont think I did once) and pretty much told even the Directors to “go to the Hamptons or somewhere, but leave me alone and let me get the deal done”

I was a real dick as a junior banker to the mid level bureaucrats at my firm but got away with I because I was good and the MDs and clients liked working with me. 

Big deal teams screw junior bankers because you have no control and the larger the deal team, the more shit that rolls down.

The quicker analysts can stop being “junior” and take control of their work, the better their lives will be. I only survived as a junior banker because I took control fast - of course, I had deal related timelines and client deliverables but those were mine to manage and because there was no middleman, I could do so more efficiently.

this strategy only works however when you have an MD who is sufficiently confident in a client relationship.

 

pretty based but word only holds value if you're a rainmaker ATM or rainmaker in the making

 

I believe the moniker draws its roots from how civil war era ironclads were staffed.

 

In the name of the pandemic companies have been cutting a lot more workers and demanding more work from those who remain. It’s a blessing they tell you the team is lean - don’t join.

Array
 

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