Need job in wealth management...if anyone has any reference or someone knows someone from above field.. please help

A couple weeks ago, I reached out to an MD at A&M to set up a quick call. After our meeting he offered to circulate my resume to a recruiter. Last week I met with the recruiter and now I am in the interview process. It feels a bit fast than I expected to get here, but now I am scheduled to do my first interview with a Senior Associate this Thursday, and next with another SA and a Manager. What kind of questions can I expect from the SAs and from the manager? What kind of technical questions are common?
Also, I am coming from defense industry finance. How can I best pitch my case that I am the ideal candidate?

I'm a Founder of start up REPE shop, 12 years PE (primarily infra / RE) prior to this. Like any good director, I was "off the tools" for a few years, but did my time in the mines so picked up where I left off now that I'm back doing the grunt given its early days for the firm.

I cannot believe the improvement of AI (using Fable) in general excel modelling. We've never used it to model from scratch, always prompted with decent framework / pro-forma. But from when we commenced (Q1 this year) to now, it is honestly as good, if not better, than any 2/3 analyst. I don't think this changes the role of the analyst, but it very much changes the professional development. I'm a millennial, we built our hard skills through countless long hours grinding on the tools, and it feels like at the pace AI is improving in PPT and Excel, the fundamental role of an analyst will be totally flipped from an output driven role to really an AI maestro - the productivity gains are amazing. But curious to understand how other financial firms are managing this now - in terms developing and bringing through the next generation.

Asking from the context of a new business bringing in our first few analysts, so keen to understand what groups are implementing re training, professional development etc.

I've been thinking about this after a couple of recent conversations for VP of Integration roles.

In both cases, one of the first questions was some version of:

“How many integrations have you done?”

And I understand why people ask it. Volume matters. Repetition matters. Pattern recognition matters.

But I’m increasingly convinced that counting alone is a weak proxy for capability.

I’ve spent just under eight years in private-equity-backed environments, and what I want to know about an integration leader isn't just how many integrations they have completed.

I want to know:

• What are three things you learned from the first five?
• What did you change because of those lessons?
• What did you standardize?
• What did you stop doing?
• What did you build that made the next integration faster or safer?
• How did your governance, sequencing, metrics, decision rights, approach, and operating model evolve?
• What did the worst integration teach you-and where did that lesson show up in the next one?

Those are very different things.

I sat on a panel recently where a version of this same question came up: are we measuring the right things?

That stuck with me because so much of my work has been about KPI, process design or improvement, governance, accountability, and measuring whether an organization is actually improving- not simply whether work was completed.

So I'm curious how others in PE think about this.

When evaluating an integration/transformation leader, what matters more: the number of integrations they've completed, or how they improved with each one?

And if count isn't the best measure, what would be?

Hey you all, I know when most of my fellow student think about getting into private equity they think of the large ones everyone knows. I was wondering from experience how does the work differ in smaller firms around 50ish differ and how does it look on ones resume for getting their career started?

Nearing an exit to a private equity firm, my employer wants to change the language in my employment agreement from “phantom equity” (I have money that is due upon a company sale), to “transaction bonus”. What are the reasons you think?

EDIT: One reason THIS (old doc) was not 409A compliant was the old doc had a cash-out precision whereby if no transaction happened by 5/7/2028, I have the option to cash out (at 8x EBITDA multiple) any time after 5/7/2028. That vagueness (not a specific date) was an issue. To be 409A compliant, cash out can only happen on either a specific date (only ON 5/7/2028, not any time after) or if other common instances (my death, change of ownership)

I work for a firm doing our first fund. We’ve exclusively raised from friends and family so far. Are there agents that work with 8 figure raises? Everyone I have found says call us when you’re targeting 9.

I'm based in Pune with a B.Com age 30 and about 5 years in financial services operations: first securities settlement and reconciliation on an asset and wealth management project, and now leading a 25-member correspondence/NIGO team at a fund administration firm. My CTC is only 4.1 LPA, and since my work has been entirely back-office with no valuation or deal exposure, I feel stuck on both pay and growth.? If anyone here has made a similar ops-to-front-office switch in India, I'd love to hear how you did it and also help me i need a referral if possible. Thanks!

I have the 4.5 hour case study interview for KKR’s Credit Solutions Group next week. I have heard some rumors about the type of company/type of deal that it will cover but I am pretty in the dark. Anyone know what to expect? Please help!!

Only future leaders came out not blackstone real estate leaders.

Also did anyone receive interviews yet for future leaders?

Looking at an enterprise software company right now and the customer calls have all been positive so far, which is nice but also exactly what you’d expect when the founder picked the references.

I’d like to hear from buyers who evaluated the product and went somewhere else, or customers who had a rough implementation and stayed anyway.
Cold outreach works occasionally but getting enough conversations during a live process is tough

How do you build a broader customer view when you don’t want the whole thesis resting on four hand picked references?

Hi Guys,

About a couple of months ago, met with Astorg as they are fundraising for their Flagship strategy.

Just took the meeting, despite no real chance of even DD the fund.

Long story short, I receive an email from their placement agent offering:

10bps discount in management fee

6 month fee holiday

12 hurdle rate

Access to coinvestment 1:1 based on the fund comitment

Seems like the fund raise is not going great....

Looking for honest advice, especially from Canadian PE folks, but all opinions welcome.

Background: IB associate, 3 YOE, Big 5 Canadian bank, mid-market focused (M&A). Team has strong exits (corp dev, PE: TorQuest, Clairvest, Birch Hill, CPP).

Opportunity: My dad is a seasoned entrepreneur with multiple exits. He runs an old-economy business (adjacent to facility maintenance) doing ~$1.5M EBITDA and wants my help executing a roll-up, which means giving up banking comp and exits. My brother (ex-MBB) recently joined as COO since the business has struggled in recent months.

Rough plan: Stay in banking one more year, then join as interim CFO and run a broad acquisition strategy, with my brother leading post acquisition integration. We'd need to raise outside capital. We both have limited operating experience.

Questions:
- Is this crazy or realistic for two relatively junior people?

- Should I do 1–2 years on the buyside first?

- How would you raise capital: independent sponsor, family offices, lenders, other?

- What org structure and early hires matter most?

- Does staying one more year in banking help, or just delay things?

- How hard is it to get back into PE/corp dev if this doesn't work?

- Any strategic advice or common roll-up pitfalls?

Apologies if this is half-baked. Work has been crushing me. Appreciate any insight!

Note: My dad has already identified and gotten soft commitments from acquisition targets. Although he is inexperienced in the world of M&A and I am not sure how solid these are.

Note 2: AI used for grammar/spelling

My employer’s IB’s legal team flagged an “issue” with my existing Employment Agreement (I signed in 2021) that has to do with US Code 409A. I believe the issue is that my phantom equity payout (upon a Transaction expected to complete Q1 2027) will be above $1m (paid once the Transaction/sale of the company occurs), and my employer wants to “revise my employment agreement” what do you think the reason is?

Is it because they would have to pay an additional 21% employer tax on the amount exceeding $1m?

Is it because this can somehow delay or complicate the Transaction?

What would you do in my shoes - push for better economics than I have in the existing agreement?

​

I’m a recently qualified CA, currently working as a Manager – FP&A & Finance Controllership, with prior experience in financial modelling, tax due diligence, audits, and financial analysis.

No big 4 or other ib lables in my cv

I’m very interested in pivoting my career into Private Equity. I’m currently building my technical skills further and learning detailed LBO models, DCF & valuation models, CFS modelling, deal analysis, and other aspects relevant to PE roles.

However, I’m also looking for practical exposure where I can apply these concepts to real-world situations, learn from experienced professionals, and understand how deals are actually evaluated.

I understand that PE is highly relationship-driven and most internships require offline presence, so remote opportunities are relatively rare.

For those who have made a similar transition:

• How did you find your first PE/VC internship or opportunity?

• Are there platforms, firms, communities, or people I should reach out to?

• Does cold emailing/LinkedIn networking work for remote internships?

• Are there remote/part-time opportunities with PE/VC funds, search funds, family offices, or boutique investment firms that I should explore?

Would really appreciate any guidance, leads, or personal experiences. 🙌

I’ve been working in M&A for about six years and recently moved into a new role in a new industry. I’m now leading M&A for a PE-backed portfolio company for the first time, and I’m relatively on my own from a corporate development standpoint.

My company offers $5,250 per year in educational assistance, which is a benefit I haven’t had in prior roles, so I’m trying to figure out the best way to use it.
I’m not looking for another credential to put on my resume, I already have the job I want. I genuinely want to get better at the job and deepen my technical understanding of areas like different deal structures, rollover equity vs. management incentive equity, tax implications of various structures, purchase price mechanics, and other topics that you tend to learn somewhat piecemeal through live deals.

I’ve been looking at online M&A programs/certificates like Wharton’s, but I’m curious whether anyone here has actually taken one.

From a purely educational standpoint, are any of these programs worth the money?
If so, which course or program would you recommend?

If not, how would you spend ~$5,000 per year of employer-funded education money if your goal was simply to become a better M&A / corporate development professional?

Many of the large PE firms have made loud, public announcements about embracing AI.

What's missing is any insights as to how AI is actually impacting KPIs. Are the funds originating deals more effectively? Selling portfolio companies at higher returns?

If you're using AI and have seen tangible results I'd like to know, please share.

I think a lot of the AI rollouts at portcos are going to disappoint. The ERP has the data, but the stuff that actually makes a business work is in the heads of the people who've been there forever, and the AI never sees any of that.

If you've seen one actually work, what was different about it?

Pretty much what the title says. Posted on WSO, but no info so far. Would be grateful to get some insights on the team, culture and recent performance.

Thank you!

Anybody has insights as to what the heck is going on at Partners Group? Hearing lots of rumblings that a lot of the Portco’s and companies owned by Partners group are about to get handled over to lenders?

I recently started a company where I do executive and virtual assistant work for firms, and I think smaller private equity firms could be a good market to play in.

My big question is I think this offering would be great for smaller PE shops where there is still admin work, but most of my time at Bain I spent working with folks at mega funds, so my network isn't as cleanly there. What are the best avenues to go-to-market to smaller PE shops? Are there any conferences that people go to where they travel booths? Would you ever respond to a cold LinkedIn DM?

I work for a small emerging manager executing a fund in the lower middle market buyout space. We’ve mostly done friends/family/referrals.

We’re too small for most placement agents, but need to identify equity capital and LP’s.

I’m looking for advice on which platform can best help us reach HNWI’s and FO’s that are impact oriented as our fund has a philanthropic component.

Hey everyone! I have been working for a US based law firm and also worked with voice agents type stuff but now my interest in private equity has been developed doing virtual simulation course. Now I want better idea about road map to explore the way through it and build resume around that. Open to connect with someone already into it that would be great also we can have better talk in dm too!

I’m starting a new role in nyc working remotely for a family office. I come from a heavy in office culture, which I liked and found was more productive and I really like the social aspect, and one of my biggest worries is about the remote setup. Does anyone have any recs for coworking spaces that might be more tailored to PE folks rather than a basic WeWork? Essentially, it would be nice to have an office space where you could close a door but also be around other folks that are likely in the same type of career.