What are deal team responsibilities of a VP at your firm?

Trying to sanity check how VP responsibilities and ownership vary at other firms. Is there a principal or director also staffed on the same deal team (and how do they split their time)? 

Are your VPs building models and writing memos or more process management and delegating and checking work? 

7 Comments
 

Based on the most helpful WSO content, here’s a breakdown of VP responsibilities and how they typically operate within deal teams:

  1. Core Deal Responsibilities:

    • VPs are primarily responsible for deal execution. This includes managing diligence, negotiating purchase agreements, and ensuring the deal progresses smoothly.
    • They act as the central point of accountability for the deal, ensuring all aspects are executed efficiently and effectively.
  2. Process Management:

    • VPs often focus on process management, delegating tasks to associates and analysts while ensuring the quality and timeliness of their work.
    • They oversee the preparation of materials like trackers, management to-do lists, and other deliverables, ensuring the team stays on track.
  3. Delegation and Oversight:

    • While VPs may not be building models or writing memos themselves, they are responsible for reviewing and refining these outputs. Attention to detail is critical here.
    • They provide clear and concise direction to junior team members, ensuring everyone understands their roles and responsibilities.
  4. Interaction with Senior Team Members:

    • If a principal or director is staffed on the same deal, the VP ensures that the senior team member’s time is used efficiently. For example, they might coordinate outreach to prospective buyers or ensure the MD is making necessary calls to keep the process moving.
  5. Non-Deal Tasks:

    • VPs often take ownership of non-deal-related responsibilities, such as compensation models, sector updates, or internal projects like recruiting and process optimization.
  6. Team Dynamics:

    • In lean teams, VPs may take on more hands-on tasks, especially if there’s no principal or director involved. However, in larger teams, their role leans more toward high-level oversight and coordination.

In summary, VPs are the linchpin of the deal team, balancing execution, delegation, and oversight. Their responsibilities can vary depending on the team structure and the presence of principals or directors, but they are always expected to ensure the deal progresses efficiently while maintaining high-quality outputs.

Sources: New VP struggles - asking seasoned VPs for help, "We don't hire VPs", New VP struggles - asking seasoned VPs for help, Q&A: GS/MS IB Analyst —> Megafund PE Associate —> HBS/GSB Business School

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Funniest

With my shitty post-Covid associates, I'm basically doing everything. First draft memos are AI slop that I have to rework. First draft models are missing critical inputs. They can't be trusted to lead calls with sellers our counter parties. Diligence analysis is often wrong or incomplete so I have to check every formula in every file. All while I'm supposed to be demonstrating I can source high quality deals and manage day-to-day with the management team of existing portcos. 

 

I'm a VP in LMM PE. ~50% of my projects (either new deal or portco management) I have an Associate under me but other 50% its just me and an MD as 2-person team. We're a small shop 10 people. 

It does kind of suck I still make memos and models 100% by myself for certain deals. Curious to hear from other LMM PE people if that's a similar case at their firms 

 

It feels like the VP position has drifted to be more junior than it was 10 years ago, as Associate quality has degraded, the top has gotten more full, and people refuse to leave the industry. Being a VP sucks because they start to give you the golden handcuffs but you have very little agency. I hate it and am thinking about leaving. 

 
Most Helpful

lol at my MM firm VP (esp VP1) does everything. anywhere from banking analyst to senior principal. You have all the responsibility/blame. Dnt get the credit. only sometimes have junior resource. And bc 75% of the associates suck and don’t care about PE (which is understandable bc it’s prob better to just do AI or to YouTube these days) so you can’t really rely on junior resource anyway bc the work quality is bad. 1 in 4 is traditional very good associate. And you really don’t have any upside so it’s a pretty negative risk/reward cost/benefit analysis.

 

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