Why is UBS doing so badly this year? (With Data)

Can someone explain how UBS is managing to perform this badly, especially after integrating Credit Suisse and poaching senior bankers from Barclays? I mean, they had all the pieces handed to them, and yet here they are, underperforming the market. How do you botch such a massive opportunity this badly? (Genuinly curious as to the reasons is it culture, bankers, hires, exposure etc.)

Q3 YTD Investment Banking Fee Trends

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Dealogic as of 13th August 2024

33 Comments
 

"management provided some reassurance at Q2 that the IB pipeline at the start of Q3 has seen positive momentum, but execution of the pipeline depends on market volatility"

So they are going to start to say their pipeline is fantastic and the numbers you see are because of market volatility, sounds like a scapegoat

 

Hmm we’ll see. I think 2025 will be a great year with rates lower and the election behind us

 
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there is a lot of hung deals on the platform. things keeping people busy but with low chance of closing.  a lot of the big wins from spring summer are processes that got zero bids or 1 low ball one that doesnt work.  or the client is facing some litigation/financials are getting worse so buyers are all stalling.

trust me i have visibility on this.  

theres been some slide marco and team have shared showing our "huge" successes vs last year but the slides clearly are comparing UBS pre CS to UBS post merger so its actually not good at all.  If you nearly double headcount and absorb a franchise and only get IB revenue up 10-20% it likely means things are flat or actually down if just comparing to UBS pre merger.

a ton of hugely important pitches that have sucked up time and most have been lost despite senior banker involvement.

UBS will still be ok because of the WM success, but IB is not doing well.

 

In baseball terms sounds like they should be going for more singles and doubles ($100mm - $750mm deals), versus hitting the home run ($5bn deals)

If you always go for a home run you’ll end up striking out a lot. I think they are going for big deals because all the decision makers have guarantees (cough cough Barclays) so revenue doesn’t matter and they want to elevate their own personal notoriety. Seems like their personal ambition is selfishly hurting the rest of the bank (non guaranteed normies)

 

A variety of factors with each impacting to a varying degree:

1) integration is very distracting, teams focus is on org structure, process and personnel which is time could be spent with clients

2) Tech should be ~40% of the fee pool and the team is still building and just isn’t getting it done even with 20+ MDs in the Americas alone

3) Experimenting with the strategy to go up market suddenly is very hard and likely different than previous UBS/CS/Barclays individual strategies

4) UBS wasn’t able to keep CS revenue generating people fast enough before they went elsewhere

5) Actively demoting, firing existing UBS power structure to consolidate Barclays power in the bank

6) UBS will never pay a rainmaker a straight percentage of the revenue he/she brings in, those you generally attract are younger or underperforming MDs who are ok with the structure

7) Culture shift from one of merit to one of Barclays-ism where how close you are to the new decision makers in each group matters more than straight performance with more time spent on internal politics than external deals

8) A bit of randomness with bad luck with companies with low odds of winning coming to market, versus companies with better odds of winning not coming to market

They’ve tried to mitigate this by dramatically opening up the loan book and taking more risk, but even then still not enough to compensate for the combination of the above factors

 

What is that relative to the fee pool? Expenses definitely went up higher than 20%

Also these are published results, not derived

 

Europe UBS has historically been much stronger than the US relative to peers

 

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