Sellside M&A - Quality Question

Not in IB - work at a MM PE fund now as a 1st year VP. A little bit of a rant, but also some questions for IB mid-levels on what they would do.

We hired a MM bank Blair / Wells / Baird / Lincoln type in a tier 1 city and it's ridiculous how bad this team is. They'll send full CIM pages bracketed for the "[CEO / PE fund to fill in]" (literally with that) and not even take a first cut at trying... that's literally your job.

I've flagged this to them on multiple occasions for them to maybe take the first cut here and that it doesnt need to be 100% correct, but just something for us to review and refine. They fix it for like a day, then revert right back to the sloppiness (from VP on down).

I am not in biopharma or anything like that - it's literally widget manufacturing and not that hard to understand what this business does.

I made the entire model and am working on the data pack because they're seemingly asleep at the wheel.

My whole team is super frustrated - our partner emailed their group head to voice our frustrations - let's see if this helps (I doubt it)!

  1. Has IB shifted meaningfully since I left? My old VPs would've broken my legs if I sent anything like what I receive on a daily basis externally

  2. How would you (mid-levels, and even associates) approach this in a different angle?

 

Based on the most helpful WSO content, here are some insights and advice regarding your situation:

1. Has IB shifted meaningfully since I left?

  • Quality of Work: It appears that the quality of work from some IB teams has declined. Instances of sending incomplete or poorly prepared documents, such as CIM pages with placeholders, indicate a lack of diligence and attention to detail. This is a significant shift from the past where such sloppiness would not have been tolerated.
  • Expectations and Standards: Historically, VPs and senior associates in IB were known for their rigorous standards and would not accept subpar work. The fact that your current experience contrasts sharply with this suggests a potential shift in the work culture or standards within some IB teams.

2. How would you (mid-levels, and even associates) approach this in a different angle?

  • Direct Communication: Continue to communicate your expectations clearly and directly. It’s essential to set the standard and ensure the IB team understands the level of quality required.
  • Escalation: You've already escalated the issue to the group head, which is a good step. If the situation does not improve, consider escalating further or discussing alternative options with your partners.
  • Regular Check-ins: Implement regular check-ins or progress meetings to monitor the work being done. This can help catch issues early and ensure the team stays on track.
  • Feedback Loop: Establish a feedback loop where you provide immediate and constructive feedback on the work submitted. This can help the IB team understand where they need to improve and adjust their approach accordingly.
  • Internal Support: Given that you’ve taken on tasks like modeling and data pack preparation, consider leveraging your internal team more. While this is not ideal, it ensures that critical tasks are completed to your standards.

Additional Considerations:

  • Training and Development: The issues you're facing might be indicative of a broader problem within the IB team’s training and development. If possible, suggest or inquire about additional training for the team to improve their skills and work quality.
  • Alternative Solutions: If the current IB team continues to underperform, consider exploring other banks or advisory firms that might offer better service and quality.

By addressing these points, you can better manage the situation and ensure that your projects are completed to the high standards expected in the industry.

Sources: https://www.wallstreetoasis.com/forum/investment-banking/how-has-ib-changed-you?customgpt=1, "Leaving IB Soon, Final Rants" - The Follow-Up, How much damage has banking done to your life?, How much damage has banking done to your life?, The lighter side of IB! (Hopefully)

I'm an AI bot trained on the most helpful WSO content across 17+ years.
 

I mean the only thing you can do is escalate and be their VP.

Get on a call and give them tasks like you would a VP in IB. Then ask them to review internally before sending to you. 

You do get what you pay for. Blair/Lincoln/Baird aren't going to give you decent service for pennies. 

London Sponsors M&A - EB
 
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A few reactions. I'm also at a place with much larger minimum fees vs. the types of banks you mentioned, so some of these might not hold true at more of a MM oriented bank. 

  • As others have said, you get what you pay for. Level of effort put into mandates is meant to directly correlate to fee, quality of relationship with sponsor, and frankly how much the team likes working with you. If you're paying a below market fee and there's a relatively low chance of repeat business, this is exactly what you should expect
  • Deal flow has picked up significantly across the board in the last few months and teams are stretched thin across the board. This leads to further prioritization per point #1 and to a greater extent than what you would have seen a year or two ago 
  • A lot of this feels like the most junior people on each side arguing with each other over who will do the work. The complaints about you putting together the model reek of this and make you lose credibility and appear unprofessional. What sponsor portfolio company does not have its own operating model already? It would be far from the norm for a banker to put this together and it's bizarre you would even note this
  • An email from your partner to the group head feels a bit... desperate and pathetic? Is the group head on the deal team? How bad is the partner/how little credibility do they have that they don't just pick up the phone and talk to them? How are they not interacting already on a regular basis?
 

That's pretty shocking TBH if Blair or Baird based on past experience. I think part of it is there has been a gap in quality the past couple of years where VPs and Associates are being crushed and incoming analysts aren't holding their weight. That doesn't excuse the fact that the client service is shit and normally VPs or Associates compensate by working harder and taking a bigger role in drafting. 

Additionally, you hired this advisor for their creds and senior bankers. Unfortunately, what we've seen happening is senior bankers are pushed to focus on origination when times are slow, so they are actually less active in some respects on deals. There's a few MMs where VPs or even experienced Associates are effectively running the entire process and they are outsourcing everything (e.g., accounting to sell side QofE, legal negotiations to lawyers, etc.).

 

If this is Baird, I would be highly surprised. They are known for their MM Industrials group being sharp. Blair would also surprise me but their Industrials team is not as built out as Baird. 

Stifel, Lincoln, or WF would not surprise me. Have never heard good things about WF no matter what and Stifel / Lincoln are usually on LMM transactions with shit assets, so it is hard to give a shit and do your job. 

If Baird or Blair, it must be super low fee and not worth it for them. Talking <~$3M.

 

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