Q&A: Leaving PE After 2.5 Years for Corporate Finance

Just locked down an offer to join a startup as a Senior Finance Manager and figured I'd have this Q&A before I start my new gig later this month. Going to keep this post short and sweet and open up the floor to questions - happy to provide more color about my prior job, decision to move to an operating role, interview process, etc. Quick background / context below:

  • Left after 2.5 years in PE at a large family office
  • Did a mix of LP investing / co-invest / secondaries / occasional direct deals
  • Was an early promote to senior associate
  • Previously spent just over 3 years in IB at a MM (left as an A2A)
  • Bay Area-based
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From below: Came down to a combination of better WLB, wanting to do something more meaningful, getting hands on operating experience and truly understanding how businesses are run and work, and just being a bit disillusioned with the world of "high finance" in general. 

But to expand on the operating piece - wanted to be intimately involved in the daily operations of a single organization instead of jumping from deal to deal (personally found PE to be too transactional still), and also understand how a business really works because we all know that a lot of things aren't just a % of [insert whatever metric here]. It's also easy to say "CAC is too high" or "need to reduce churn" as an outsider and maybe giving some advice on how to solve those, but firsthand being involved with executing on both of those problems is a very different story.

 
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  1. Came down to a combination of better WLB, wanting to do something more meaningful (especially compared to the firm I worked at where the clients were so wealthy I could've lost every $ I deployed and it wouldn't have made a difference to them when it really comes down to it), getting hands on operating experience and truly understanding how businesses are run and work, and just being a bit disillusioned with the world of "high finance" in general.
  2. Startup over F500 because of increased ability to make an impact, more exposure to senior management and potential investors, broader responsibilities instead of being siloed into one specific function or business unit, the prospect of building / growing a company appeals to me, greater potential upside via equity, and just feeling like at a F500 or even like a late stage startup I'd be bored and more of a bean counter if you will. Generally speaking was looking to target "established early stage startups" (think Series B-D+, $50M+ raised, less than 500 people overall and less than 5 people on Finance team excl. accountants / controllers ideally) that were leaders in their space and either were truly disrupting a market / industry or had a mission-driven mindset. Picked my new company due to impressive management team (including w/in the Finance org - did some of my own ref checks), belief in the business prospects / area of the market the firm is trying to disrupt, incredibly fast growth to date, strong investor base, and then combination of comp + title + lean team + culture fit. Something I was really watching for is what "tier" of citizen the Finance team is w/in an org - in some places it's really just a cost center focused on backwards looking financials (typically led by ex-accountants), whereas I wanted to be at a place where Finance was truly helping drive business decisions and shaping the company's strategy and vision. Company culture was also a big thing for me, and really it was a holistic view instead of focusing on any 1 or 2 specific factors. 
  3. Officially role is w/in FP&A, but given stage of company and size of team is a hybrid role that will be involved w/ everything from fundraising to forecasting to market analytics and whatever ad-hoc requests / strategic initiatives that may come up. Will be fairly focused on owning the revenue model and forecasting for sure, but there should be a ton of variety from day to day.
  4. Started selectively recruiting in Q4 but didn't really kick off the process until after the holidays. Applied to 29 companies (mostly through online apps), interviewed at 13 places, had case studies at 10, and final rounds / hiring panels for 8 (withdrew from process for 2 firms otherwise 100% conversion from case study to final round). Each process was fairly similar - initial phone screens and if a recruiter / HR handled that, then a follow up convo w/ somebody on the actual Finance team, then case study. If HR wasn't involved then it would typically go straight from 1st round to case study, but did have a couple places where 1st round was w/ somebody more junior and 2nd was w/ team lead or other senior member. Some places had a case study debrief and then a separate hiring panel, while others combined the hiring panel w/ the case study debrief session (less common). Case studies included modeling a public company, modeling the actual company itself, recreating some real world exercise (e.g., evaluating hiring plans or new geographic expansion), and also had 1 place that was more of a Biz Ops hybrid role which was a data analytics exercise done all in SQL. Toughest part for me honestly was juggling multiple case studies at once which got pretty rough at times timing wise, and also giving presentations over Zoom sucks since it's so hard to read the room and it feels so much more artificial. 

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