Was wondering what the major differences between a Credit Risk Management and Credit Analyst was???
Seems like CRM is more MO while CA is more FO, but was curious about the "typical" career path of a CRM analyst?
Could it open doors for trading down the line?
thanks in advance
(hrs/pay/culture/exit opps would be appreciated as well if anyone has info)
Both deal with credit and you basically do the same type of analysis and use similar systems/models. CA in commercial banking is front office while CRM is about middle office in IB, but you might get exposure to industry groups on some deals and as a VP you manage clients and work with leverage finance teams on credit deals. In my opinion, both offer almost the same skill set and similar exit ops into leverage finance and other credit roles. Pay is similar at entry level and gets significantly better for VPs at CRM. Not sure about pay for CA later down the line, but i would image high enough since it's basically sales and client management. These positions do vary from bank to bank because each bank has a different structure.
@bossman: thanks...
aside from the pay....could you spin a CRM type of role into a trading role down the line? like the typical IB-MBA-PE what would the typical path be for a CRM - ???
thanks again
bump??
also if anyone currently in the field could shed some light on the day to day (general info)
greatly appreciated thanks
typical path from CRM is to leverage finance or some coverage group.
bump
bump
great help
CAs (in business banking) determines whether a deal is worth financing i.e does it fall within the risk appetite of the financier. They basically quantify & qualify a deal. There give birth to a facility and mostly are in interaction with the client. Once a deal is approved, the debtor has to be monitored on an on-going basis to see if the client is still in good health financially, this is done via analysis of financial statements, credit turnover as well as monitoring the payments, this is where CRM analysts step in. They act as watchdogs to detect early warnings of cashflow deterioration of a client lest the financier wake up on to an empty.
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