How to build a sustainable career / lifestyle in PE?
I never thought I’d stay in finance long enough to have this problem but I’ve been recently promoted to VP, and I’m now realising that I don’t know how to do this job sustainably. Until now, I’ve been able to get through by working long hours and sacrificing various aspects of my life, but I don’t want to continue doing that.
Does anyone have any tips for doing well in PE but in a sustainable way? Thanks in advance
Go back in time 20 years when investment memos were screenshots of CDD & FDD reports and going to IC meant deleting bags with the boys
It’s actually insane what our bosses were submitting back then vs now. I found an old IC memo in our firm’s archives that was just a 5 page word document with screenshots from the CIM and FDD report. No model, just paper LBO build on the final page…
Yes I know hence the comment. Even 10 years back my firm had joke papers like this
bump
PE was the move 25 years ago.
Much harder to make it today than back then
I think the key is finding a balance between performance and personal time. Building strong relationships, continuing to learn, and setting healthy boundaries can make a long-term career in PE much more sustainable.
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Partners are more reasonable as returns compress. They are focused on fighting the fed. It will get better.
It’s all about leveraging your junior resources. Hone your ability to structure work, train them up by giving detailed feedback (then monopolize the resources that you’ve trained), and nail your own way to efficiently but throughly check their work.
Lifestyle comes from being a checker versus creator.
Go down market and move to a city that is slower than major finance hubs. I've connected with many principals and partners in MM and LMM PE firms in cities across the Midwest and South (excluding ATL, Houston, and MIA) that work very reasonable hours, have the weekends to themselves outside of a couple months a year during a live deal sprint, and get paid better on a COL adjustment than those in NYC/LA/SF.
The way to make the work sustainable is typically around culture of the firm and not the workstreams that you're responsible for. No amount of prestige or future promises of carry is going to make a random Saturday in July palatable to work all day instead of spending it outside with the kids or wife/husband. Find a shop that might be smaller than what you dreamed of but has a culture of actually letting people go and enjoy their lives too. They aren't exceptionally common, but they are more common to find in cities that aren't traditional finance hubs.
I think the VP jump is where you have to stop treating more hours as the default solution to every problem. As an associate, you can get away with brute-forcing a lot of things yourself. As a VP, if every deal requires you to personally catch every ball, you're going to burn out and become the bottleneck.
The biggest change is learning to delegate without abdicating responsibility, getting ahead of issues before they become emergencies, and being explicit with your team about what actually matters versus what's just noise. You also have to get comfortable with some things being 90% right instead of personally polishing everything to death.
The other thing I'd say is to be deliberate about what you're optimizing for. If you're trying to make MD, there's probably a period where the demands are going to be significant. But not every fire drill is career-defining, and not every weekend sacrificed is buying you anything. Figure out which work genuinely moves the needle and which is just the culture perpetuating itself.
Finally, build a life outside the fund that you actually care about. Not as some generic work-life balance slogan, but because if your entire identity is tied to how well you're doing at work, you'll never feel like you've done enough. PE will happily absorb whatever time you give it.
The irony is that being sustainable probably requires becoming better at the job, not caring less about it.
One of my mentors told me the real value-add of a great investor is pattern recognition and relationships, with companies, stakeholders, and your own people. Everything sustainable about the job flows from leaning into that and letting strong associates run their workflows. You just don’t get there until you’ve trained them, which feels slower for three to six months, then pays you back for years. I work consistently ~60-65 hours at a large-cap PE firm that is generally thought of as being sweaty, and a lot of those hours are me trying to just meet people, form relationships, etc. so I could likely cut it down if I wanted.
Strong associates are scarce, and they pick their VPs. Be good to work with and you get whatever junior resources you want. Be miserable and you fall into a doom loop: the good associates avoid you, you’re left with the ones who need everything triple-checked, you get pulled back into the weeds, which makes you worse to work with, repeat. So the training isn’t charity, it’s how you earn the right to the talent that makes your own life easier. And it compounds. I started at my current firm as a senior associate after getting kicked out of my public MF program, so I built my bench from scratch, and the associates I trained back then are now my senior associates, people I trust to run most of the work and who handle a lot of the training themselves. The whole culture of a subsector foucsed team flows downward: my partner invests in making me and my Principal smarter, we invest in the layer below us, and it reinforces itself all the way down.
The other half is knowing what matters. Most VP suffering is self-inflicted, extra analysis nobody asked for, pages or information prepared for IC/a partner just in case. It kills your hours and makes juniors hate you for zero reward. It also helps being able to intuit a lot of analysis, which comes from being a great associate yourself. By the time you are a VP 2, you should have roughly 6-7 years of experience in a sector, so should hopefully have a decent sense of what is / isn't important. Being pointed is a skill, and it comes from the same pattern recognition and relationships with your seniors and IC.
Can you send this to my VP?
I am sure they have heard it, it's just really hard to delegate for some people who have micro-managing tendencies or are super anxious or OCD or just are super neurotic.
They can be very successful in this job and can teach you a lot, but those types never have any semblance of WLB which is not a life I want for myself. More importantly there are a ton of people who are very successful in PE and not like that. The nice thing about being at a firm with multiple areas of focus where is that you can align yourself with seniors that you enjoy working with. As an associate, think it's very important you find your people both so your quality of life is better and hopefully your advocates within your firm.
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