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Morgan Stanley’s head of credit trading has just got a major new job at small Japanese bank

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When Morgan Stanley decided to cut its fixed income team by 25% back in November 2015, senior sales and trading staff were shown the door first.

Isabel Mahony, its head of financial credit trading in London, left the bank in in January 2016, but has now just re-emerged in a new job nearly 18 months later. She’s head of fixed income sales and trading at Japanese investment bank SMBC Nikko Capital Markets.

In London, where Mahony is based, SMBC Nikko is a relatively small player. It has just 116 people registered with the Financial Conduct Authority register, whereas Morgan Stanley has around 5,000 people in its Canary Wharf headquarters. SMBC Nikko is a subsidiary of Japanese bank Sumitomo Mitsui Bank.

Mahony spent nearly seven years at Morgan Stanley, latterly as a managing director and co-head of investment grade trading. She joined from Royal Bank of Scotland in May 2009.

Senior employees ousted from Morgan Stanley towards the end of 2015 have been landing in various spots since the cuts were announced. Thomas Moore, its head of European analytics, joined Invesco Perpetual as a senior analyst in June last year; Giovanni Pillitteri, global head of FX and interest rates e-trading, is now global head of FX trading at market maker GTS, while Oliver Jerome, head of FX and emerging markets EMEA, and Pete Eggleston, the bank’s head of quant solutions and innovations (QSI), decided to start their own regtech company BestX.

Since cutting 25% of its fixed income business in late 2015, Morgan Stanley – like the vast majority of investment banks – has seen vast improvements in its fixed income revenues. However, it’s planning on increasing headcount any time soon.

Colm Kelleher, speaking at Morgan Stanley’s European Financial Conference in March, said: “Clearly we were all running outsized fixed income businesses — far too much capital, far too much leverage, far too much liquidity trapped in, very sloppy way of dealing with derivatives — all that stuff.”

SMBC Nikko isn’t the only Japanese bank hiring. Nomura just brought in Tristan Laurencin, who was head of leveraged loan trading at Societe Generale until September when he was replaced by Benoit Blanchard. He’s now head loan trading, covering distressed situations, at Nomura. He spent just over three years at SocGen.

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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12 tips for passing the CFA exams from the man who writes the questions

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Everyone knows that it’s not easy to become a Chartered Financial Analyst (CFA) charterholder. Passing the Level I exam is hard enough – 42% of the 51,134 candidates who took the Level I exam in June 2015 and 43% of the 52,315 candidates that took it in December passed.

Peter Mackey, the head of CFA examination development at the CFA Institute, manages a team of 23 people who develop the CFA exams, as well as the Certificate in Investment Performance Measurement (CIPM) and the Claritas qualification.

Here is his advice for passing the CFA exams:

1. Focus your efforts on the CFA Institute’s curriculum

While other materials and courses may help, it’s important to realize that everything you will see on the exam comes directly from the curriculum that the CFA Institute provides. Look at the exam prep materials and study tips on the institute’s website thoroughly. It sounds basic, but not everyone does it.

“A lot of candidates make a number of mistakes, for example, they rely on too many sources of information rather than focusing on the curriculum,” Mackey said. “It’s hard enough to master in the six months we recommend that you take to learn it – it’s all there for you in the curriculum, so take the time to absorb it.

He touts the fact that, unlike some other qualification programs, his team develops and produces its own curriculum every year.

“In my view it makes it easier and fairer for our candidates, because we will only write a test question based on our assigned curriculum – they won’t get asked something outside of that,” Mackey said. “Writers have to prove that all of the content that the candidate needs to answer the question is in the curriculum.”

2. Keep up-to-date with what’s changed

In the very early days, passing the CFA exams required writing excellent open-ended essays, but it has evolved to become more and more weighted toward the multiple-choice portion. In the early 2000s, Level I went to 100% multiple choice.

“Don’t underestimate Level I; it’s going to be tough,” Mackey said.

Another big change: In 2009 the CFA Institute changed all of its multiple-choice questions to have three answer choices, one correct answer and two distractors, instead of four choices.

“That’s led to a big improvement in the quality of the exams,” Mackey said. “The hardest thing to do is to come up with good distractors, answers that are plausible to a not-well-prepared candidate but not tricky or confusing to a well-prepared candidate.”

3. Know the format

The morning session of Level I lasts three hours, with 120 multiple-choice questions, followed by a two-hour break for lunch, then another three hours to complete an additional 120 multiple-choice questions,

Level II consists of “Item Set” questions, one- to two-page cases of data and information about an institutional or individual investor, then attached to each case are six questions based on that case drawing from the curriculum.

“Level II is similarly structured, but requires a lot more reading, with 60 questions in morning and 60 in the afternoon,” Mackey said. “It’s a bit more complex, with higher-level questions that require comprehending the case information in order to answer them.”

The morning session of the Level III exam has short-answer essay questions that require candidates to make calculations. The afternoon is Item Set questions.

“Level III is more structured than most essay exams might be,” Mackey said. “If you’re trained to take a multiple-choice test, the Level III morning session is not that.”

4. Practice the lost art of penmanship

Keep in mind that you have to write down your answers by hand, which presents a number of challenges in an age of computers. Practice writing for long stretches using a pen or pencil to exercise those hand and finger muscles.

“Most of us don’t write by hand much anymore, so the act of writing for three hours is tough,” Mackey said. “We encourage candidates to practice writing manually in the months before the exam.”

5. Practice makes perfect – but don’t go overboard in any one area

Some candidates spend way too much time on practice questions, drilling and drilling, rather than really taking the time to memorize the curriculum and understand the concepts, Mackey said.

Also, don’t focus obsessively on certain parts of the curriculum that you think will make up the bulk of the test while neglecting others.

“It’s a dangerous game to try to figure out what’s going to be on the test, to the extent that you’re skipping chapters,” Mackey said. “That’s reducing the probability that you’re going to be able to handle the questions you’ll actually see on the exam.”

6. Take care of yourself

Candidates are tempted to cram in as many last few hours of study as they can. But don’t sacrifice time usually spent on exercise, eating well or sleeping a full night for studying – especially in the days just before the exam. If possible, candidates may consider putting in a request now to take some personal time off work for review and rest right before the exam. You want to perform your best, and that means caring for your physical well-being as much as mental preparedness. If your body isn’t ready, then hundreds of hours of prep won’t mean anything.

“You want to perform your best, and that means caring for your physical well-being as much as mental [preparedness],” Mackey said. “If your body isn’t ready, then hundreds of hours of prep won’t mean anything.”

7. Plan the logistics of exam day

Scout the exam location ahead of time. Learn the route, look at parking, plan what you will eat for lunch and where, and have a general notion of what you’re going to walk into.

“You don’t want to be tripped up by little things like that,” Mackey said. “The fewer last-minute decisions to make, the better.”

8. On exam day you’ll want to…

Make sure you have your valid passport, ticket and approved calculator – and leave the personal belongings at home.

“Pay close attention to all the instructions provided to make sure you’re following the procedures properly,” Mackey said.

9. Time management is key

For Level I, you have to complete 40 questions per hour, meaning you can spend an average of 90 seconds on each question.

An important point to remember is that there’s no penalty for a wrong answer. You obviously won’t get credit for a mistake, but it’s important to try to answer every question.

“If you’re not managing your time well, you can really mess yourself up,” Mackey said. “You want to turn in a fully completed answer sheet to give yourself an opportunity to get credit for every question.”

Levels II and III get more complicated. Level III has 12-minute and 23-minute questions, many with multiple parts.

“For Level III in particular, it’s really important to focus on time management,” Mackey said. “Some people write us a treatise on a topic they know well but take twice the allotted time to do it.”

10. Don’t sacrifice attention to detail by rushing

While you have to keep your eye on the clock, some people work too fast. There are a lot of key directions in the pre-exam instructions.

“Candidates fly into this without paying attention, they miss questions, misread them, or they don’t follow instructions and write on the wrong page,” Mackey said. “You have to calm yourself down and work at a steady pace without rushing.”

Despite the fact that the test is timed, read all questions thoroughly. The test-question writers intended for you to read the content entirely, think carefully and do whatever calculation you need to answer it correctly.

“Some candidates read a question too quickly and they think they know the answer, they see one choice that seems logical and they fill in the oval and move on without reading the other options,” Mackey said.

11. They’re not trying to trick you – really

Some people tend to overthink a question, convinced that it’s a clever trap designed to ensnare unsuspecting saps, but they end up outsmarting themselves or taking too much time per question.

“Certain candidates have a view that every question is a trick – that we’re sitting here rubbing our hands thinking ‘How are we going to get them on this one?’” Mackey said. “Candidates can overthink or overcomplicate it by making an unnecessary assumption, ‘I’m sure these guys are trying to trick me,’ which can do more harm than good.

“Take the material we’ve given you – that information is sufficient to answer the questions,” he said. “Don’t bring in other sources of info or make something up – keep it simple and you’ll do well.”

12. Take a deep breath

Stress management is an overlooked element of test-taking. Everyone goes into the day of the exam extremely high strung.

“There’s good stress that can help you and bad stress – if you panic, it will hurt you,” Mackey said. “You’re not going to know all of the answers to all of these questions – nobody gets 100%; if you get 70% you’re doing pretty well.

“If you don’t know an answer, move on,” he said. “The brain is an amazing organ, and research has shown that if you calm down, answers will start to come to you more readily.

“And, once you complete the exam, go celebrate and relax! You earned it. ”

Photo credit: Thinkstock

Horror as hot millennial investment bankers quit for regular jobs elsewhere

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Investment banks are used to losing their juniors to private equity after a few months, they expect them to eventually embrace their inner entrepreneur, but what if they quit for…just another job?

The new thing among analysts and associates in investment banking is to leave the industry to work for a tech company. These are not small start-ups, or precocious ex-junior bankers running the show – they’re simply switching into regular roles at established firms.

The latest example is Alex Robinson, an associate in Citi’s equity capital markets team in London. He’s just taken a role as a business analyst at ‘ridesharing’ app Gett. This follows Bank of America Merrill Lynch analyst Ilja Moisejev quitting in March to join payment firm GoCardless as a project manager and a whole host of junior bankers quitting to join food delivery firm Deliveroo.

What gives? One junior banker who has just quit for a tech company tells us it’s a combination of factors. “When you reach associate, you hit a learning barrier,” he says. “I see senior associates and VPs and they’ve just stopped progressing. It’s the same with work-life balance – it doesn’t change as you move up. Not a life I want to lead in the long-term.”

Tech firms, by contrast, offer the “chance to learn about real business decisions, corporate growth and development at a very young age”, he says.

The recent moves suggests that analysts and associates are heeding the advice of former senior bankers who say that the glory days are gone and clever, technically astute 20-somethings should better utilise their time elsewhere. Kerim Derhalli, the former head of global equities trading at Deutsche Bank, told us recently that students should target companies that are “disrupting the value chain”, rather than working for a bank.

“A traditional career in an investment bank doesn’t make sense any more – yes, go and get some training there, but then leave and find a part of the industry that’s ripe for disruption,” he said.

More pragmatically, junior bankers say they make the leap in their early career before they become tied down by fixed costs like mortgages and kids.

“My generation is about developing a broad skill set and expertise in your 20s rather than a specialised defined skill,” says the former associate. “This has become increasingly clear to me in my new role.”

Banks are wise to the fact that more juniors are heading out for something new. They’ve accelerated promotions for analysts, promised less spreadsheet grunt work and made their senior bankers more available to feedback from juniors.

Still, the associate who left for technology tells us that banks’ main technique is to “throw money at the problem”.

“Straight out of university, I think that people blindly make choose a banking job without any real comprehension of what it entails,” he says. “The analysts that really get it tend to excel. Some make the choice to stay, whilst the majority look at alternatives.”

Contact: pclarke@efinancialcareers.com

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How to write a successful trading algorithm

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If you want to succeed as a trader in future, you’re going to need to understand how algorithms work. As Google chairman Eric Schmidt told the audience at last week’s SALT Conference, either algorithms are going to be doing all the trading themselves, or humans are going to be asking algorithms whether particular trades make sense. Either way, they’re going to be a big part of the job.

Helpfully, Richard B. Olsen, a quantitative finance veteran and the Swiss-based founder of Olsen Limited, a quant hedge fund, and OANDA, an FX trading site, has just released his very detailed guide to creating an automated trading algorithm, or “Alpha Engine.”

You can see Olsen’s full package, which addresses FX traders, either here, or here on Github.  If you want the dummy’s version, with text and charts instead of equations and code, we’ve parsed Olsen’s approach below.

You won’t be ready to write your own algorithm if you read it, but you will at least have an idea how a successful alpha-generating trading algorithm can be constructed.

1. Keep it simple

If you want to create a good algorithmic (i.e. mathematical) model of reality, Olsen says you need to keep it simple. Complexity at a macro level is almost always the result of simple rules of interaction at the micro level. You’re trying to model these rules. “The system can be naturally reduced to a set of agents and a set of functions describing the interactions between the agents,” says Olsen. The network is simply the ideal formal representation of your system. The nodes in the network are the agents and the links between the agents describe how they interact.

Olsen chooses the FX market because he says it’s one of the easiest to replicate in the form of a model. Prices (‘quotes’) are always given as one currency in reference to another currency: they’re symmetric. When you’re going long one currency (buying it because you think the price will rise), you’ll usually be going short the other (click here for a definition of short selling). 

2. Define your approach to time

Olsen uses a so-called “endogenous time scale” in which time isn’t time as we usually conceive it, but time as defined by specific actions and events. Only if these actions and events take place, does the ‘system’s clock tick.’ For this reason, Olsen calls it “intrinsic time” – it’s a definition of time intrinsic to his model. This has the advantage of filtering out all the irrelevant information that occurs between events. The “signal to noise ratio” is improved in algo-language.

3. Define the events you want to look at

What are the events that cause time to progress? Olsen defines them as: a directional change in the price of a currency (δ), and an overshoot in the price after that directional change (ω). His ‘event-based’ price curve is made up of δ and ω and Olsen it “the coastline.”

For the model to function, however, it’s necessary to define the ‘event thresholds’ at which it becomes active. In the “price up mode”, the highest price is updated and continuously increased. When the price starts to fall again, the difference between the highest price and the current price is evaluated and if the difference exceeds a predefined threshold a directional change event is registered. If the price then continues to move in the same direction as the directional change, for the size of the threshold, an overshoot event is registered too.

You can see a graphical example below. The chart on the right shows Olsen’s coastline representation of a EUR USD price curve. The blue triangles represent directional-change. The green bullets represent the overshoot events.

Directional change and overshoot

4. Add in some ‘scaling laws’ 

It also helps to anticipate the size of the overshoot. In the FX market, Olsen says there are ‘scaling law relations’ which frequently relate to directional price changes and price overshoots: “A directional change δ is followed by an overshoot ω of the same magnitude hωi ≈ δ.” This can then be built into the model.

Scaling laws

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5. Define what happens when your events take place 

Olsen’s “Alpha Engine” is a ‘counter-trending trading model.’ In it, trading positions which go against the trend are either maintained or increased by the algorithm.

The ultimate aim is to trade the whole length of the FX price curve (what Olsen calls “the coastline”), in so-called “coastline trading”. You can see how this works in theory in the chart below.

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Coastline trading

6. Add in a probability indicator

So far, so good. Except Olsen notes that when markets are experiencing very strong trends, they don’t always operate according to the model above. Instead, agents’ behaviour changes as they amount very large inventories. Because of this, the algorithm also needs a probability indicator ( L) which helps keep the model accurate during times of severe market stress. When the price overshoots and trading agents already have a lot of inventory, they won’t buy and sell as much as usual. By adding ‘L’ into his algorithm, Olsen’s therefore able to moderate the extent of inventory changes in treacherous markets.

7. Add in asymmetric thresholds that reflect the market’s direction 

Lastly, Olsen says it helps to define your event thresholds in terms of the market’s direction. You might want different thresholds to trigger your events depending upon whether the market is moving up, or down. Analytically, this is expressed as: δ → ( δup for increasing prices; δdown for decreasing prices). Therefore, ω = ω(δup, δdown) denotes the length of the overshoot corresponding to the new upward and downward directional change thresholds.

The effect of asymmetric thresholds is shown in the charts below. In the left hand panel, the price overshoots and there are two identical trading events represented by the down arrows (where short existing positions are increased). In the right hand chart, an asymmetric threshold is used to divide the overshoot into four segments so that short positions are increased four times instead of two and the event is “smeared out.”

Asymmetric cascading

8. Backtest!

Once you’ve got your trading algorithm, you need to backtest it. This means seeing how it performs compared to real market data from the past. Olsen backtested his model from the beginning of 2006 to the beginning of 2014. He says it yields an un-levered return of 21.3401%, with an annual Sharp ratio of 3.06.

Taken from The Alpha Engine: Designing an Automated Trading Algorithm by Anton Golub, James Glattfelder and Richard Olsen. 


Contact: sbutcher@efinancialcareers.com

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Photo credit: Algorithms by Kevin Dooley is licensed under CC BY 2.0.

“I wore my school uniform to my first bank interview. Now I’m a CTO in Singapore”

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Noboru Takahashi broke into the banking sector as a teenager – but he didn’t get an internship; he landed a full-time job.

It was 1991 and the American firm Chemical Bank (now J.P. Morgan Chase) was looking for a night-shift data-centre operator in Takahashi’s hometown, Tokyo.

“I was offered an interview and talked to my high school teachers about it. But they hadn’t heard of Chemical Bank – it wasn’t big in Japan – and said it was a risky move,” says Takahashi, who’s now CTO at Singapore fintech firm M-DAQ.

“I wore my school uniform to the interview and on the way there a policeman stopped me and asked what I was doing away from class,” he adds.

Takahashi landed the position and was initially given the unglamorous tasks of batch processing and printing and distributing reports. “But I got my hands dirty and enjoyed the role. I was constantly speaking to developers and seeing them fix issues.”

The job also got him thinking about how to make IT processes easier.  “I learnt that even in an area where you’re expected to follow standard procedures, you can always find opportunities for improvement,” he says.

When Takahashi was just 20, he was asked to start programming for the FX team. “It was difficult at first. I had learnt the COBOL programming language at school but the bank used RPG.”

And by 1999, he was seconded into a project team in New York that was assessing which parts of FX trading could be put online.

“At the end of the project I was helping with technology strategy. I’d always enjoyed programming, but previously I didn’t know how my coding was contributing to the business.”

On the back of this success, Takahashi (who had by then also completed a degree in business management) was offered a managerial role in e-commerce sales at J.P. Morgan.

But this immediately created a career dilemma which Takahashi says is common for technologists as they become more senior in the banking sector.

“I was a VP and if I wanted greater success at the bank I needed a higher title. But managers in technology in banks are typically hands-off – I wanted to be hands-on and keep doing programming myself,” he says.

Takahashi then turned down a role working with ex-J.P. Morgan colleague Richard Koh at Standard Chartered. “No matter which bank you’re at, you’ll experience the same problem: if you take a better title and better pay, you end up in a hands-off position.”

By 2010, however, Koh had quit Stan Chart to set up Singapore-based M-DAQ, a multi-currency conversion platform for cross-border transactions. And Takahashi left J.P. Morgan after 19 years to join him.

“Back then the term ‘fintech’ wasn’t really commonly used, but I could see the power of technology to transform the finance sector and I knew how consumers were suffering from the current system of currency conversions,” explains Takahashi.

“What we’re doing here isn’t something you could do in one bank, even if you were the CEO. I enjoyed my time in banking, but when the CEO made a big announcement, I wasn’t usually affected. There was no direct link between what he was saying and what I was doing in my job,” says Takahashi.

At a bank, technologists are segmented from the business and their impact is limited as a result, he says. “But at a fintech firm, you’re actually helping to run the company.”

Takahashi says the initial years at M-DAQ were “challenging”. “But we’re now doing well – we’ve raised US$100m in funding and we’re building our client base. I’m also doing something more fun, and not having to play politics at a big bank.”


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Hong Kong headhunter: “90% of candidates don’t even interest me”

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As a Hong Kong recruiter I can’t help every banker who comes my way – that’s obvious. But in the wake of bonuses being paid out this year, the proportion of front-office candidates I’m securing interviews for is smaller than ever.

I’m now only interested in hearing from you if you’re an elite performer – and that means you’re better than 90% of other bankers out there.

I deal with the top-10% of job seekers because, frankly, these are the only people banks are interested in. In the recently past, the ‘elite’ figure was 20% or more.

For top bankers in Hong Kong the job market is booming, but for everyone else it’s getting worse.

I’m not placing people into jobs if they’re currently out of work, for example. And I’m not even placing people who are only good enough to secure an interview at one bank.

What makes you an elite in the current job market in Hong Kong?

In general terms, you’ll be a Mandarin speaker who’s worked at two global investment banks, you’ll boast an M&A background and mainland clients, you’ll have a leading Hong Kong or Western university on your CV, and you’ll have topped the performance charts at your bank in recent years.

Moreover, you’ll probably also be at associate to VP level. Banks in Hong Kong face cost constraints from head office and there’s a growing feeling that expensive MDs don’t necessarily add that much more origination capability over their more junior counterparts.

Of course, this young and Chinese-centric profile has been in demand for a while as banks try to get market share from acquisition-hungry mainland clients.

But this year banks are giving recruiters like me much less wriggle room. They’re being more prescriptive with jobs, so we have to check all the boxes and not put someone forward who falls short in one area.

Banks are going to greater lengths to make sure they have the best people, which from their point of view makes sense as their recruitment targets aren’t large enough this year to bother with the rest of the talent pool.

What does this mean if you’re actually in the top 10% yourself?

Well, every bank is looking for your profile, so you’ll get multiple offers and your current bank will counter offer you.

This is a nightmare for me as a recruiter – especially as buy-side firms are often also in the hiring mix – but it’s a strong position to be in as a candidate. Take advantage of it before you get too old – your elite status may not last.

Michael Zhou (we have used a pseudonym to protect his identity) is a Hong Kong-based banking recruiter.


Image credit: mage Source, Getty

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Morning Coffee: Why banks can’t decide whether to hire or fire you. Jes Staley’s prankster shares psychological insights

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Banking careers are not for the fainthearted. Jobs are typically insecure and finding a new one can involve a tortuous process that ultimately comes to nothing.  However, try seeing things from a bank’s perspective. When you’re an investment bank, making new hires – especially expensive ones at the senior end, is fraught with peril.

“It’s an art, not a science,” one senior banker tells the Financial Times of his firm’s approach to headcount. “You don’t want to be too big, there’s a lot of cost to that, but you don’t want to be too small, you want to be able to leverage when things take off again . . . ”

If you’re a bank, deciding whether to hire or fire is also harder than it used to be. In the past, hiring in banks often came in waves with banks adding staff (or jettisoning them) in unison. Nowadays, the senior banker tells the FT things are different: because banks have different strategies with different clients and business mixes, hiring is more idiosyncratic. Each individual bank has to decide whether to recruit in its particular niche, and this can be more scary than stampeding after talent with the rest of the herd.

Even so, the FT detects some herding in Asia Pac, where it claims banks are now adding staff again: Goldman Sachs has just opened a Shanghai office and wants quantitative salespeople, Morgan Stanley wants to hire in Australia, Deutsche wants to hire TMT bankers. Even Barclays, whose new strategy is supposed to be focused on the UK and the U.S. is sniffing at Asian expansionism (again): the FT says both CEO Jes Staley and investment bank chief executive Tim Throsby have been to Hong Kong twice in the past year.

Separately, the 38 year-old web designer who tricked the Barclays’ CEO into thinking he was Barclays’ chairman John McFarlane, has been sharing his tips with the Financial Times. First, he says you shouldn’t be afraid of using a Gmail address (he used john.mcfarlane.barclays@gmail.com): most email software doesn’t automatically show the full email anyway. Secondly: write, “Sent from an iPhone,” after your hoax message to excuse the absence of a corporate email sign-off. Thirdly, “Keep it short to begin with and ideally reference something that will ring true. People accept a bit of bizarre once they feel they’re in the saddle of the communication.” These techniques won’t work at Barclays again though: the British bank has tightened its security procedures and staff receive warnings when they’re emailing outsiders since Staley’s mistake.

Meanwhile:

High frequency trading firm Virtu has completed its purchase of KCG Holdings and is making 10% of staff redundant and closing offices in Singapore and Mumbai. (Bloomberg) 

Average bonuses for London-based investment bankers fell to £100,000 this year from £115,000 in 2014, while payments for front line asset managers jumped to £103,000 from £56,000 over the same period. (Financial News) 

European supervisors want Deutsche Bank to prepare a fallback plan to lay out how it could shift the clearing of trades from London. (Reuters)

Barclays is hiring 100 new private bankers across London, Dublin, Geneva, Monaco, India, Dubai, Jersey, Guernsey and the Isle of Man. (Reuters) 

Morgan Stanley’s stock rose 33% last year. In the circumstances, paying James Gorman an extra 7% is fine. (Reuters) 

Mizuho is building its corporate bond business. It wants to hire 10 more people outside Japan this year (market conditions permitting). (Bloomberg) 

Two women in pursuit of £3k allowed themselves to be ridden as horses around Poundland for 2.5 hours before discovering they had been hoaxed. (Devon on Line) 


Contact: sbutcher@efinancialcareers.com


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The former Citigroup MD trying to bring bankers out of the dark ages

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Since quitting his job as head of macro structuring at Citigroup in June last year, Huy Nguyen Trieu spends his time thinking about fintech. He’s a mentor, a lecturer and a prolific attendee of the hundreds of fintech conferences taking place around the world.

He’s learned one key thing – people working in banking are panicking.

“Every day, I get emails from former colleagues, senior bankers or traders who have no idea what the future holds,” he says. “I can’t keep up with them all.”

In the age of automation, quants are taking over. Artificial intelligence, big data, blockchain – all of these are looming over traditional finance jobs and striking fear into the hearts of senior and junior bankers alike.

“There are people who’ve been bankers for a long time who don’t really know where to start in order to adapt to the new landscape, but juniors are also worried,” says Nguyen Trieu. “There’s a huge amount of information out there, but the key is finding out what’s relevant to your job.”

Nguyen Trieu has been involved with various fintech organisations for the past two years including Start-up Bootcamp and Canary Wharf fintech accelerator Level39. He also lectures on fintech at Imperial College London and Said Business School, and also runs his own firm The Disruptive Group, which advises senior bankers on how to deal with new technology.

Now, together with his wife – former UBS wealth manager Tram Anh Nguyen – he’s just launched the Centre for Finance, Technology and Entrepreneurship (CFTE). This is a new online education platform, which aims to equip finance professionals with the tech skills they need to survive.

“People talk about trading jobs disappearing because of AI, or compliance and operations jobs being wiped out by blockchain,” says Nguyen Trieu. “There are threats, but we also think that there are big opportunities for people who can acquire the right skills.”

The courses on offer will be everything from ‘fintech 101’ to very technical courses on how artificial intelligence will impact trading jobs, says Nguyen Trieu. Claire Calmejane, director of innovation at Lloyds Banking Group, and Janos Barberis, founder of Hong Kong fintech accelerator, SuperCharger, are advising on the curriculum. Nguyen Trieu says eight other academics and bankers are involved, but can’t be named currently because of compliance reasons.

Nguyen Trieu says there are two main areas of concern for people who work in finance. For senior executives, it’s about understanding the ‘ecosystem’ and how the company needs to adapt.

“Look at companies like XTX Markets taking FX market share from big banks, or Marketaxcess eating up bond revenues – technology has lowered barriers to entry to these markets. The big investment banks are still figuring out how to react,” he says.

For rank and file employees, the bigger concern is how you can remain relevant as technology encroaches on more and more business areas.

“It used to be that you’d specialise in one area – you could be, say, the best sterling swaps trader, and your technical knowledge was the most important thing,” he says. “Now, you have to understand the technology innovation process alongside this. If you don’t, these jobs will be gone in a few years.”

“There are a lot of people working in finance who are lost – they need to understand technology, and they have to start somewhere,” he says.

Contact: pclarke@efinancialcareers.com

Image: CFTE

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Meet the equities hedge fund hiring associates from Goldman Sachs and UBS

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If you’re a junior banker looking to move to a hedge fund, you might want to give Alvaro Ventosa a call. The veteran hedge fund manager set up Alvento Capital, a long/short equity fund focused on utilities, renewables, infrastructure and energy back in 2015. In the past month, he’s been hiring new staff from investment banks.

Ventosa just recruited Jon Puckhaber, a former associate in the financial institutions group (FIG) at Goldman Sachs. Puckhaber’s joining as a senior equities analyst.

Ventosa also hired Hugo Liebart, a former associate director at UBS. Liebart was an equity researcher covering the utilities sector and UBS’s lead on renewable stocks. He joins Alvento as a senior analyst.

Before setting up Alvento, Ventosa was one of the founding partners at Cygnus Asset Management and a former adviser at CF Partners, a trading house and asset manager also focused on the energy sector. Several former CF employees also joined Alvento, including Nicholas Frolich, the former head trader at CF and now head trader at Alvento.

Alvento’s only publicly available accounts, for the year ended 31 March 2016, show a turnover of £874k and a profit of £192k distributed among seven partners. At that stage, it wasn’t exactly one of the best paying hedge funds in London, therefore.


Contact: sbutcher@efinancialcareers.com


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Photo credit: hedge door by Helen Cook is licensed under CC BY 2.0.

Questions to ask at a Barclays interview, by Deutsche Bank

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Barclays is back on the hiring wagon. Tim Throsby, head of the investment bank, has appointed himself head of the global markets division too and is said to be recruiting 50 to 100 people, some of whom have already arrived. 

Is it ‘safe’ to join Barclays now though? In the past decade the British bank has achieved a reputation for hiring and then firing.  The FT’s claim today that Barclays is sniffing around Asia again (after shutting part of its Asian business and declaring itself a US and UK-focused investment bank), suggests a continuation of the same old cycle. On the plus side, however, Barclays insiders say things are looking up now that ex-CEO and retail banker Antony Jenkins’  is a distant memory and Throsby has a growth plan.

Nonetheless, if you’re thinking of working for Barclays you might want to ask some pertinent questions about strategy. Helpfully, Deutsche Bank’s team of banking analysts – who were pretty keen on Barclays’ investment bank only a few months ago – have issued a set of questions for Barclays’ management which we’ve parsed below. You could always ask them, gently, at the end of a Barclays interview…

1. How sustainable are revenues in the investment bank? 

Revenues at Barclays’ investment bank were ahead of expectations for 2016, with performance solid throughout the year. But the first quarter of 2017 was a miss because of the poor performance of your rates business. What’s the sustainable revenue level for Barclays’ investment bank? Are you continuing to grow market share?

2. What are you doing about Brexit? 

What does Barclays plan to do in terms of passporting rights and Europe? How do you plan to maintain equivalent access to Europe if there is no passporting? What percentage of the business in your investment bank is done with European customers?

3. How big do you expect the investment bank to be relative to the rest of your business?

Barclays has been reducing the size of its investment bank in recent years. What’s your intended mix of the investment bank and the retail bank in future?

4. What’s the cost plan?

What proportion of the £1bn of costs associated with your structuring reform programme has already been expensed? How much is to come? How much flexibility do you have with the cost base of the investment bank? Are you expecting to increase investment in areas of the investment bank?

5. How are you coping with the requirements of your US intermediate holding company (IHC)?

What level of capital do you think your IHC needs to hold in the U.S.? Is this a problem? Are you expecting a similar regime in Europe after Brexit? What would be the implications of this for Barclays?


Contact: sbutcher@efinancialcareers.com

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Photo credit: IMGP7424 by Matt Buck is licensed under CC BY 2.0.

This hedge fund has just paid its senior staff £3.7m after an amazing year

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A lot of UK hedge funds cut headcount in the face of lacklustre performance and pressure on fees last year. Caxton Associates, the $8bn New York-based hedge fund, has been hiring in London regardless.

Newly released accounts for its UK LLP demonstrate why – it made £95.7m in profits last year, up from £15.8m in 2015 and £6.2m the year before. In other words, over the past 12 months, profits in its UK operation have increased by 504%.

Hedge funds usually run as limited partnerships in the UK, which means that any profits are poured back in the form of ‘member remuneration’. All of Caxton’s £95.7m was allocated to its partners’ pay.

However, Caxton, like most London hedge funds, has a number of entities registered with UK Companies House, which form different parts of its business. Caxton Europe Asset Management Limited is the main company that houses the majority of its employees, as well as being the member of the LLP to which it allocates most remuneration, usually to cover general expenses.

Last year, £58.2m went to its highest paid member, which is usually the parent company, leaving £37.5m for the remaining 10 partners – or a £3.75m average payment. Even in the context of partner pay in hedge funds, which usually stretches into seven figures, this is near the top of the pile.

Caxton added two members to its team last year, but has been hiring over the past few months and now has 56 people registered with the Financial Conduct Authority in the UK, up from 49 at this point last year.

Earlier this month, it hired Stuart McQuaid, who was most recently a trader at hedge fund Horizon Asset LLP, but has been adding money managers throughout 2017. James ter Haar and GJ Prasad, both portfolio managers at Millennium Management, joined in March, while Tom Frost, who was previously managing director and head of UK insurance and pensions at Credit Suisse, is its new head of business development for Europe and Asia.

Caxton reportedly gained 2% in the immediate aftermath of Brexit, but across the organisation it hasn’t been all positive. Like most macro funds, Caxton trimmed its management fees from 2.6% to 2.2-2.5% of assets in September last year amid mounting pressure from investors. Still, it remains among the more expensive hedge funds, with a 27.5% cut of any profits it makes.

Contact: pclarke@efinancialcareers.com

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“I’ve worked in M&A in London & Frankfurt. This is the difference”

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If you live and work in banking in London, you probably don’t want to leave. – Especially for Frankfurt, which has a bad reputation among some people in the “City.”

Personally, I’ve worked in M&A for international banks in both cities. They both have their advantages and Frankfurt has more going for it than you might think. Don’t dread a move there, but don’t expect it to be like London either.

1. London’s an international city. Frankfurt’s a traditional town 

London’s a global financial hub and a global city. Frankfurt is the second biggest financial hub in Europe, but you can feel the difference. Frankfurt is a lot more laid back and still retains its traditional cultural heritage. It’s also small – much smaller than London. This has its advantages when it comes to meeting up with people. However, it’s not that hard to meet people in London either – most bankers live in Zone One and the tube is a pretty efficient way of travelling.

2. London speaks English, Frankfurt speaks German

This might seem self-evident, but while London is an international city where everyone speaks English, German is still very much the working language in Frankfurt. There are some international bankers in Frankfurt who speak English, but they’re the exception, not the rule.

3. London is a cultural melting pot. Frankfurt is culturally homogenous

London is a place where different cultures come together. There are Britons, Germans, Italians. French, Americans. Australians, Asians and so on….London attracts the smartest and brightest people from everywhere and because of this you can build a brilliant network there. Frankfurt is far, far less international.

4. London is socially varied. Frankfurt is good for socializing with colleagues

London has a huge variety of bars and clubs. You can choose the more fancy West End or the more hipster East End. In Frankfurt, it’s a lot more limited. You can however, have good fun clubbing with a bunch of bankers when you finish work.

5. In London you eat at your desk. In Frankfurt you get an hour to do what you like 

If you’re working in London, you’ll probably eat at your desk. For some reason, this is normal. London bankers sit there with their food and browse the web. This isn’t great: the office smells of everyone’s lunch.

In Germany, this would be considered anti-social. One hour lunches, outside the office, are standard in Frankfurt.

6. In London it’s hard to meet people at other banks. In Frankfurt, it’s easy

If you’re working in M&A in London, you’ll probably hang out with colleagues from your own bank after work. Because the finance industry is spread across the city – in Canary Wharf, the City of London and Mayfair – it can be hard to socialize with people from other firms in other areas.

In Frankfurt, this isn’t a problem. Around 90% of the meeting and greeting between M&A bankers happens in one street – the “Fressgass”. Go there, and you’ll meet almost everyone.

7. In London, you’ll pay a fortune to live. In Frankfurt it’s cheap by comparison

If you’re working long days in banking in London, you’ll probably want to live in Zone 1- close to the office. However, you’ll have to pay for this privilege. In my experience a rented flat in Zone 1 can cost double (ore more) the price of a comparable flat in Frankfurt. You’ll also end up spending a lot more in London when you go out to bars or restaurants after work.

8. London bankers are mad about sports. Frankfurt bankers are more relaxed

London bankers have a culture of playing sport and visiting the gym. In the summer, it’s not unusual to run to work. At lunch, it’s not unusual to go to the in-house gym, which can be nice if you don’t mind seeing your colleagues pumping iron. For this reason, most London banks have showers on site. There’s a lot less of this in Frankfurt.

9. In London, you’re expected to drink with colleagues after work. In Frankfurt, you go home

In London, “pub culture” is deeply entrenched. After a hard week, it’s usual to go to the pub with colleagues and have a few pints on Friday evening. There’s no excuse for avoiding this as pubs are ubiquitous in London. In Frankfurt this doesn’t happen – although it’s a ritual that the city could benefit from!

Alex graduated from the University of Mannheim and Frankfurt School of Finance & Management. He worked as an analyst in investment banking in London and now works as an M&A professional in corporate development in London. Prior to that, he gained investment banking working experience in London and Frankfurt. Alex is now dedicating his time to sharing career advice via the ‘M&Academy’ platform, where he discusses how to get into M&A, ECM, corporate development, private equity and leveraged finance.


Contact: sbutcher@efinancialcareers.com


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Photo credit: Frankfurt by barnyz is licensed under CC BY 2.0.

How Madoff inspired an ex-Salomon and UBS investment banker to launch a fintech startup

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David Shulman was an investment banker for more than 30 years and never came into contact with Bernie Madoff, but he was inspired by the notorious fraudster – as well as his own experience dealing with accusations of insider trading at the start of the financial crisis – to launch a fintech firm that detects the potential for white-collar criminality among new recruits in financial services.

Shulman, who was most recently global head of municipal securities sales and Americas head of fixed income at UBS, now runs Veris Benchmarks, a firm that screens candidates for moral fiber and their degree of similarity or difference to white-collar criminals.

“I was in tune with human resources – I worked very closely with the HR department [at UBS], because I had an interest in the hiring and development of talent,” Shulman said. “I forged a close relationship with HR during that time and led me to my interest in launching Veris.”

“UBS put me in charge of the fixed income department of the investment bank, where municipals were a significant drain, and due to the capital needs for the company, which was going through a lot of stress, the bank decided to wind down the [municipal securities] department,” he said.

Shulman himself has also been involved with some allegations of insider trading. In 2007, Shulman was riding high when his employees started sounding alarm bells about student-loan-backed auction-rate securities. A couple of days later, he allegedly sold off $1.45m worth of auction-rate securities before their market crashed in early 2008, the New York Times reported.

After an investigation by New York’s then-attorney general (now-governor) Andrew Cuomo, Shulman agreed to settle insider trading charges by paying a $2.75m fine, neither confirming nor denying guilt. He was also suspended from employment in the industry for close to a year.

“That was a low point,” Shulman said. “Back in 2008 when the Madoff scandal happened, I had a number of family and friends who were direct investors with Madoff, and I knew one of the Madoff sons, Mark [who committed suicide in 2010], so it hit so close to home.

“Given my involvement in the hiring and HR functions and the management of these global financial institutions, I decided to analyze what companies were doing that were acting in the capacity of a fiduciary in charge of stewarding money or people, basically firms in a responsible position to handle life assets,” he said. “I realized that there was nothing geared toward a higher IQ segment to really address these issues – companies do background checks and drug tests, but unless they really understand candidates and the people who are serving their customers, they couldn’t measure what I call ‘moral fiber.’

Are you more principled than a white-collar criminal?

Currently the Veris Benchmarks’ pre-employment assessment tools include a questionnaire consisting of 149 questions that are scored against a benchmark, which the firm created by testing actual white-collar criminals in prisons across the U.S. Hiring managers and HR executives can use this data as another variable in candidate assessments to understand prospective employees a little bit better and avoid hiring fraudsters or thieves.

“They are able to use this in conjunction with other assessments such as logic tests, background checks and interviews as another input into the calculus of whether you’re going to hire this potential employee,” Shulman said.

“An organization’s reputation is precious and all it takes is one or two bad apples to destroy the reputation of firms that have taken years to build up trust with clients – how could you not want to know that information?” he said.

The traditional Wall Street interview process is overdue for an overhaul

Since launching Veris, Shulman’s views have changed dramatically on the typical interview process at Wall Street firms.

“I’ve interviewed hundreds of candidates over the years, and what I’ve realized after my exposure to some fairly advanced financial services companies, the days of the standard interview questions that drove Wall Street hiring are yesterday’s news,” Shulman said. “Interviews are helpful but rife with bias – the standard interview process is not objective at all – it introduces biases that are not fair to the candidate.

“Unless you have a professional who is skilled in the interviewing, it can be a very biased experience, whereas the technology today can help interviews to be more objective and hold things constant,” he said. “Companies say it’s all about data, so having these employees take competency tests early on makes sense – meeting the person to determine whether they fit culturally in the company should be the last step in the process, not the first step.

“The more information you have, it makes it a more pure decision before that candidate ever walks through the door. Many firms continue to send people around to six or even 10 or more interviews and people say ‘I like his tie’ or ‘I liked her dress,’ ‘We went to the same school’ or ‘We played the same sports’ – that needs to be removed from the process to find thought-leaders and good quality employees.”

Photo credit: g-stockstudio/GettyImages
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Further reports of big buybacks when people try leaving Deutsche

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As we reported a few weeks ago, Deutsche Bank is said to be averse to people leaving: if the German bank likes you and you get an offer from a rival bank, it might bid you back for significantly more than you’re earning currently.

How much more? One DB insider says he got an uplift of 35% on his base salary, plus a guaranteed bonus for this year when he dangled an alternative offer.

Deutsche doesn’t comment on pay, but if true the claims could create a headache for the German bank at the next bonus round. Deutsche has promised its staff that last year’s withholding of performance related bonuses was a one-off, creating an expectation that pay will return to normal for 2017. However, if enough existing Deutsche people resign and are bought back again – or enough new people are hired on guaranteed bonuses – then the 2017 pay pot will be depleted from the outset. Deutsche bankers who aren’t on big guarantees could find themselves at a disadvantage.

Not everyone who leaves Deutsche is getting a big pay uplift though. One NY headhunter, speaking on condition of anonymity, says the bank isn’t being “too aggressive.”

“There’s no doubling of salaries or multi-year guarantees – just enough of an uplift to keep people sitting at the desk.”

One bank targeting Deutsche staff is Credit Suisse. After a miserable performance last year, CS is trying to reinvigorate its equities business with new blood. It’s already hired Stuart McGuire from Deutsche as head of EMEA cash equities sales and trading along with two senior Deutsche equities executives in Asia. Deutsche, in turn, hired a new head of U.S. global markets client strategy from Citadel’s equities unit in April.

Deutsche set out to hire 100 equities trading staff last year, but the NY headhunter said some of the bank’s most desirable Wall Street employees are in its Delta one business.

London headhunters said Deutsche isn’t alone in trying to retain its existing staff. “Deutsche have made themselves a bit of a target, but we’re seeing aggressive bid-backs everywhere this year,” says one macro search specialist. “There’s been so much cost cutting that there aren’t many people realistically left to choose from, especially at the senior end. Because it’s more painful to hire, it’s also more painful to lose people – banks would rather keep hold of them.”


Contact: sbutcher@efinancialcareers.com
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Photo credit: The Golden Cuffs by H. Michael Karshis is licensed under CC BY 2.0.

The 10 poorest paying Singapore banking jobs for 2017

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Singapore is constantly ranked among the world’s most expensive cities and banking jobs there generally still pay well.

If you want to be well rewarded in Singapore in the years after you graduate, it makes sense to go into a career in the finance sector.

Or does it? Front-office investment banking and to a lesser extent wealth management remain highly compensated, while compliance and even some risk and accounting roles also pay well.

However, if you’re a graduate looking for a career that will help you stay solvent over the long-term in costly Singapore, some parts of banking sector are best avoided.

We’ve looked through 2017 pay surveys from four finance recruiters in Singapore and identified the (non-technology) roles that pay the worst average salaries to people with about five years’ experience (i.e. those who are at, or around, associate level in investment banks).

If you’re rotating across different departments on an analyst programme, don’t get stuck in one of the jobs in the table below (which averages out salary numbers from the four surveys) when your training ends.

People in all 10 of these functions – including even sought-after roles like credit risk, internal audit, and onboarding – are still earning less than S$90k (US$65k) or less five years after they graduate.


Image credit: psphotograph, Getty

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Seven newly hot APAC banking jobs you need to know about

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What kind of candidates are top of mind among banking recruiters in Asia Pacific right now? What skill sets have become more sought after in the region this year?

We spoke to recruiters in Hong Kong, Singapore and Sydney to find out.

1. Data science

“Every other department in Asian banking wants to hire data scientists – now it’s not just in the business and innovation areas, but in corporate functions like audit and HR,” says Pan Zaixian, general manager of recruitment firm Kerry Consulting in Singapore. “The challenge for banks is finding enough people in the more rigorous data science domain, rather than in data analytics.”

2. Superforecasting

“Market volatility has made financial forecasting an important skill within banks, and the latest trend to emerge is superforecasting – harnessing the talents of the bank’s best financial forecasters to gain a competitive edge,” says Andrew Morris, Australian director of recruiters Robert Half. “Superforecasting is a useful skill for business, financial and commercial analysts. And because it’s only just emerging in the banking sector, demand is expected to grow over the next several years.”

3. IFRS 9

This important financial reporting standard, which will become mandatory on 1 January 2018, is triggering hiring within banks’ risk teams. “Because it’s relatively new, banks are open to candidates with corporate and wholesale credit-model experience, but it’s a steep learning curve for them,” says Sumukhi Ramnath, a senior consultant at recruiters Ambition in Singapore. “Candidates who complete the IFRS 9 certification usually have an edge.”

4. Cyber security

“As Singapore focuses on becoming a fintech hub, most of the bulge bracket banks are now strengthening their capacity in cyber security here,” says Nilay Khandelwal, regional director of recruitment agency Michael Page in Singapore. “The Singapore talent pool is small, however, so banks are hiring entry-level candidates from local universities as well as experienced professionals from overseas.”

5. UHNW

Ultra-high-net-worth bankers serving Asia’s uber wealthy are more in demand as some private banks have recently raised their investment thresholds. J.P. Morgan has doubled its target client segment to at least $10m in Asia, while Standard Chartered has increased its to $5m. “The rapidly rising number of high-net-worth people in Asia has led to service levels in private banking become less prestigious,” says Maggie Li, an associate director at recruiters Randstad in Hong Kong. “To cope with the influx of new wealth, banks have increased their entry barriers, so skills in UHNW advising have become more sought after.”

6. Risk operations

“In Australia, the increasing focus on APRA and AUSTRAC regulatory requirements has led to new risk operations teams being created. Both temporary and permanent jobs are available to meet specific regulatory deadlines,” says Carl Piesse, a regional director at recruiters Hays in Sydney. “We’re also seeing temporary roles in operational risk, enterprise risk management, and controls as banks revise existing frameworks. Banks in Australia are open to candidates with oversees experience, particularly it’s from the UK, Europe or Asia. This is a response to the domestic skill shortage and because regulatory reforms are often rolled out in these markets before Australia.”

7. Robotic process automation

“The case for intelligent software robots to automate labour intensive back-office processes like onboarding is compelling,” says Piesse. “The benefits include efficiency, cost effectiveness, and the reduction of human error to eliminate the risk of customer dissatisfaction and non-compliance.  As a result, RPA skills are increasingly in demand, particularly knowledge of Blue Prism software, which has become the tool of choice for many financial services firms.”


Imaged credit:  ludhi85, Getty

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The one place to work in investment banking now

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Investment banks have stopped making massive cuts to their fixed income divisions, but there’s only one place where they’re really hiring – credit trading.

“There’s not a single investment bank that’s not speaking internally about competing in credit trading,” says Amrit Shahani, research director at Coalition. “There’s been strong enough revenue growth consistently to generate hiring.”

Coalition has just released its quarterly index for investment banking, and headcount is still heading down in the front office, despite the stellar first quarter for most firms’ fixed income divisions.

In the first quarter of this year, 300 roles disappeared across banks’ FICC, equities and investment banking divisions during the first quarter of 2017, it says. Overall, 1,900 revenue-generating jobs have gone from top investment banks since Q1 last year, and nearly 13,000 roles have disappeared over the past five years.

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“Generally, banks have stopped cutting, except in equities – particularly in Asia – but a lot of cuts in the second half of last year were booked in Q1 2017,” says Shahani.

Year on year, credit revenues were up 65% year on year across the 12 large investment banks Coalition tracks, to $4.7bn. This is still equal to the revenues generated in Q1 2015, and far less than the $7bn+ in the first quarters of 2012-14.

“Smaller banks like HSBC, UBS and BNP Paribas are staffing up in credit. Everyone is trying to compete,” says another research analyst who declined to be named.

Smaller players have clout when it comes to hiring – BNP Paribas, for example, has just poached Goldman Sachs bond traders Robert Boeheim and Eusta Qin. Isabel Mahony, the former co-head of credit trading at Morgan Stanley, joined Japanese bank SMBC Nikko Capital Markets earlier this week.

Screen Shot 2017-05-23 at 17.21.30

Elsewhere, investment banks are also hiring for their G10 rates trading teams, although Shahani says it’s much more selective.

Kumaran Surenthirathas, founder and managing director at headhunters Rosehill Search, which focuses on FICC, says banks are “hiring but not expanding”.

“One good quarter does not warrant the huge costs of expansion. They’re still making less money than they were ten years ago, juniorisation is still happening and a good quarter means that people aren’t getting fired. Hiring is still very selective,” he says.

Shahani says that banks FX desks continue to shrink because of “electronification and smaller tech savvy players gaining market share”, while commodities – where revenues declined by 29% year on year – is in “structural decline”.

“What we’re seeing now is a general improvement from a very low base,” he says. “The second half of last year was strong, so if we see improvements for the last six months of 2017 it’s likely that banks will start hiring again in more significant numbers.”

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Contact: pclarke@efinancialcareers.com

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Morning Coffee: The quirky $650k job that doesn’t require a degree. How to slap down a prankster with style

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Chances are that if you’re working for an investment bank, hedge fund or private equity firm, you’ll be highly-qualified (or at least attended a top university) and towards the upper crust of society. Yes, these jobs are (very) well-paid, but you deserve it, right? You’ve got the qualifications and beat hundreds of thousands of other applicants to the role.

But what if you could be in the top 1% of earners without even going to university. Bloomberg has been given an insight into the ‘wheeler-dealer’ world of London’s Clerks, a role that acts as a kind of broker between solicitors, which provide legal advice, and barristers who deal with the action in court. It’s a Victorian-era profession, which you can get into as a teenager with no formal qualifications. Oh, and earn around £500k ($650k) a year.

Clerks’ role is essentially ensure that solicitors direct work towards barristers – or, as some barristers call it, acting as a pimp. The downside is that these roles are subject to their own quirks and rules – no two Clerks can share the same first name, which means newbies often have to give up their Christian names if it clashes with an existing member of staff. Then there’s the ‘trollies’ – every morning junior clerks lug heavy boxes of legal documents around the streets of London, up and down stairs of antiquated buildings. Still, no slow encroachment of technology here, but also not many women Clerks.

One advantage is that Clerks, often from working class backgrounds, get to exert some power over the private-school educated barristers who rely on them for a steady supply of cases at the right price. There’s also the more unsavoury side – Bloomberg reports incidents of Clerk’s being asked to dress a boil on a barrister’s back, or countless stories of being asked to buy gifts for barristers’ mistresses. Every job has its downsides.

Separately, while the world worries about malware attacks, top bankers should be more concerned about hotmail or gmail. Bank of England governor, Mark Carney, has been duped by the same email prankster who tricked Barclays’ CEO Jes Staley into believing he was having an exchange with the bank’s chairman John McFarlane. This time, the 38-year-old web designer from Manchester pretended to be Anthony Habgood, the chairman of the Court of the Bank of England, by using the fake email address anthonyhabgood@hotmail.com to converse with Carney. After a brief exchange about the drinking habits of Eddie George, the former Bank of England governor, ‘Habgood’ steered the conversation towards a personal party and the use of “dashing bar ladies”. Carney slapped this down: “Sorry Anthony. Not appropriate at all.” Then stopped replying.

Meanwhile:

How Jamie Dimon should have responded to angry shareholders: “I understand why people are upset by CEO pay. We earn a lot. That’s something that our board and compensation committee need to keep looking at.” (Financial Times)

Goldman traders have defected to BNP Paribas (Bloomberg)

Deutsche Bank’s global head of multinational coverage, Robert Snell, has left (Financial Times)

In Q2 Barclays will post the biggest drop, Morgan Stanley may gain, says J.P. Morgan (Bloomberg)

You can buy your lunch using bitcoin at Fidelity (Financial Times)

Time to move into insurance (WSJ)

Aberdeen Asset Management is hiring data scientists (Financial News)

Martin Wheatley, the former head of the UK’s Financial Conduct Authority, has just joined a hedge fund (Financial Times)

People are unusually confident in their abstract perception of time (NY Mag)

“There were certain pieces that if you went from hedge fund, to fund, to fund—they were always there. Always the Warhol dollar sign, the graphic Christopher Wool, ironic Richard Prince, the Robert Longo, and the Basquiat, always a Basquiat; it was like a checklist.” (Artnet)

Contact: pclarke@efinancialcareers.com

Image: Getty Images

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The Brexit effect on competition for banking jobs in London

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If you’re an experienced professional looking for a London banking and finance job in 2017, the Brexit referendum result has its advantages. It’s helped dissuade overseas candidates from applying.

Applications to London-based jobs from candidates in Italy, France and Germany are down 15%, 10% and 8% respectively year-to-date compared to the same period of 2016, according to figures from eFinancialCareers. Candidates based in the U.S. are not as dissuaded from applying – applications are down by just 2% over the same period.

The 2016 Brexit referendum took place on June 23rd, meaning 2016’s figures reflect pre-referendum applications while 2017’s figures show applications in the wake of the referendum. The associated decline in the value of the pound is also likely to have tempered candidates’ enthusiasm – although the c10% decline in the value of the pound against the euro since June 2016 appears to have more effect than the c12% decline in the value of the pound versus the dollar.

Brexit hasn’t put everyone off applying for jobs in London though. eFinancialCareers’ figures suggest that overseas applications from junior candidates with one to two years’ experience have actually increased since the referendum, particularly from the U.S., where the number of junior candidates applying for London jobs are up over 10% this year.

Anecdotally, European bankers at early stages of their careers still see London as the local repository of the best and most career-enhancing jobs. “London is the financial capital of Europe – and that’s still where you can get the best experience,” one young French banker told us late last year. ““Moving banks’ headquarters and thousands of staff from London to other European capitals will be a long process,” said another, adding that it’s too soon to start avoiding the City yet.

If junior overseas candidates are keener than ever on applying to London, the same can’t be said for experienced staff. With a few exceptions (France-based applicants with more than 20 years’ experience and U.S.-based applicants with between 11 and 20 years’ experience), applications from more senior overseas staff are down significantly on last year.

Does this make it easier to find a London finance job in 2017? Not necessarily. Most London job applications come from people already in the UK – some of whom are also EU nationals. Moreover, U.S.-based candidates make up over 50% of the overseas applicants for London banking jobs in our sample, and their enthusiasm for the City is less diminished.

Problems could arise in future though. If experienced European bankers continue to reduce their applications, banks in London may struggle to fill senior jobs requiring key native European language speakers – or to replenish experienced European talent as people return home. Then again, this might not be necessary: post-Brexit, most roles requiring an ability to converse with European clients are likely to move to European financial centres anyway.


Contact: sbutcher@efinancialcareers.com

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I’m taking the CFA exam next week. This is what I’m doing to get through it

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The Chartered Financial Analyst (CFA) exam day is June 3. Here’s some advice from a Level II candidate, a Level III candidate and a CFA charter-holder for what you should be doing right now and on exam day in order to pass.

Incoming investment banking analyst attempting to pass Level II

Sergey Litvinenko is a 21-year old student about to graduate with his Master of Finance from Boston College. He’s focused on passing the Level II CFA exam. He said that he did not find Level I difficult in terms of content, but the challenging part was trying to cover every single topic and making sure he had a solid grasp of the material.

“My recipe was to read every single book from A to Z, do every single practice problem in those books, move on to practice tests, find weak spots, revise, rinse and repeat,” Litvinenko said. “It is quite intimidating to go through thousands of pages and try to keep everything fresh and interconnected in your head, but this is how it works.

Litvinenko is approaching Level II in the same way he did Level I. However since Level II has a slightly different structure, he decided to allocate more time to practice tests.

“I still read every book and do the practice problems, but it is taking a smaller portion of time compared to Level I,” Litvinenko said. “One of the reasons must be that there is some overlap between the exam and my previous finance studies.

“Also, when you deal with ‘short’ cases, it is imperative to pay attention to every single word said in a case,” he said. “If you miss something, you might go in a wrong direction – and again, it is not about the hard content; it is more about being able to consume a lot of information, make sense of it and keep a sharp focus.

Hedge fund associate attempting to pass Level III

Noelle Sisco, an associate at hedge fund Napier Park Global Capital, has achieved the Chartered Alternative Investment Analyst (CAIA) and taking the CFA level III.

Proper budgeting of time is key, Sisco said. Here are her three main tips:

  1. Plan out how you intend to use May for studying and follow it – “Being able to check off my study to-do list helps recognize my accomplishments and increases confidence going into exam day.”
  2. Find something non-work-related to focus on during study breaks – “I play various instruments so they help me wind down after a few chapters…golfing and fishing are other good go-to’s.”
  3. Make her own study guide – “I have found this to be especially helpful. I am going through the full curriculum and writing my own study guide, because it helps to learn the material and I feel it helps to be able to reiterate it in my own words.”

In retrospect, there are a few things Sisco wish she had known in advance or done differently before and during the Level I and Level II exams.

“I wish I had a better idea of what the test day was like for the CFA Level I exam,” Sisco said. “When walking up to the test center that morning, there was a line all the way down the block of people preparing to enter the test center.

“I definitely didn’t realize how big it was, but the excitement of it all kind of made me like ‘game on,’” she said

CFA charterholder says not to overlook ethics – or lunch

Marco Sementilli, a portfolio design analyst at City National Rochdale, the investment management subsidiary of City National Bank, previously worked at UBS. He passed all three levels of exams and is a CFA charterholder.

From now until the exam, candidates’ focus should be on mastering ethics and completing as many practice problems as possible, he said.

“For all candidates, ethics is such an important part of the exam, but it is also arduous and time-consuming to master,” Sementilli said. “Reading through the Ethics and Standards of Professional Conduct section two or three times in May should leave candidates well prepared for the ethics portion of the exam.

“Practice problems will help to reinforce the material learned throughout the candidates’ studies,” he said. “A large part of the game for these exams is knowing how to answer questions accordingly, and there is no better way of doing this than by taking practice problems.

“The last piece of advice that I can give is to relax on the Friday before exam day – you’ve worked as hard as possible to get to this point and you need to have a fresh mind for exam day.”

“If at all possible, pack your own lunch for exam day because some of the larger testing centers, New York City, for example, will be a madhouse during lunch break with other candidates trying to get something to eat,” Sementilli said. “If you need to use the bathroom during the timed portion of the exam, raise your hand and do so.”

Photo credit: AntonioGuillem/GettyImages
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