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Finance Workshop Events

The Purdue Finance Workshop (PFW) hosts two formal events per year and a myriad of additional activities to support student development and alumni engagement throughout the year.

FINANCE AT PURDUE - Friday, September 21

Student Internship Panel

Student Internship Panel

The panel included who had completed successful finance internships in various industries.  They provided advice on best practices for the process of getting an internship and what they learned as interns.

Moderator: Sharlee Lyons, Director of Larsen Leaders Academy

Panel Members: Brandon Ko, Alec Reidman, Merritt Wright, Jordan Williams, Divyam Shah, Eashvar Venkatraman,  Drewe Greene, Kevin Patel, Matt Stone, Curt Matthews, Shruti Ghosh, Matt Meyers, Luanne G. Sdroyewski

Key Points in the Discussion

  1. Networking is Key
    • many did a lot of networking to find their internship, using Linked in
    • one person built their network by asking each person they talked to who else they should talk to
    • start building your network now.  It takes time to buildup relationships so that people in the network will vouch for you.  When they vouch for you, they are putting their own reputations on the line, and they do not want to be embarrassed.
    • network with alumni because some will mentor you—they will give you advice and knowledge. Some go so far as to prepare you for the interviews, perform mock interviews and give you their industry contacts and knowledge.
    • you never know who will be a valuable contact so even nontraditional contacts can be good (one student started a relationship with a person they met at a fund raiser for the zoo, and the contact led to a job.
    • include professors in your network.  They talk about interesting things that may add to your own abilities to converse
    • lever the connections you make

  2. On –line applications
    • submitting resumes on line is necessary but not sufficient
    • often on-line applications seem to disappear into a black hole

  3. When to seek an internship
    • some companies have an application process that starts early; find out when their process starts
    • investment banking has a recruiting cycle that starts early and moves quickly
    • while first year students are unlikely to get internships, talking to companies at the Career Fair lets you find out what companies are looking for

  4. Where to seek an internship
    • check to see if the company you are interested in is coming to Career Fair and if it is, make sure that you are there
    • be open to new opportunities. One went to the Career Fair and talked with a company they did not expect to work with.  They accepted an internship with the company and really enjoyed it.  The lesson was to cast a wide net in your search
    • some organizations that have internship programs do not come to Purdue so you have to seek them out.
    • not all organizations have formal internship programs but will still recruit interns
    • you can have a lot of rejection when seeking an internship so persevere
    • finance is so diverse that it is hard to know what you want to do.  Having internships in several areas helps you decide what you want to do and more importantly, what you don’t want to do.

  5. Who makes the decision about who gets the internship
    • the recruiters tend to be younger employees in the company—a couple of years beyond graduation.  They do not make the hiring decision but they will promote those they select to those who do make the decision
    • the people who make the hiring decision are older and higher in the organization
    • if you can, talk to the decision makers
    • decision makers are often interested in your education and what you have to offer.  Always be ready with an elevator pitch with which you sell yourself
    • being invited to a recruiting dinner is important.  You are being sized up—they are determining whether they would like to work with you.

  6. What Purdue students have to offer
    • technology is becoming more important in finance: Excel, Matlab, Sequel, R
    • no university can prepare you with all you need to know for the job.
    • there are lots of ways to learn what you need to know
    • Purdue does a better job than other places because of its STEM components
    • what matter is how you think.  The critical thinking we learn at Purdue (breaking things down into components which you then address) is an important skill.

  7. Rise above other interns
    • we are as smart as those from the Ivy league schools; they have better connections
    • others in investment banking had not had the courses we have
    • be positive in interviews
    • always have a smile on your face
    • keep grinding; work harder
    • do whatever you can to help the company be successful

  8. Get involved
    • getting a job requires more than a good GPA
    • you need to get involved in campus activities as well as internships
    • participating in case competitions on campus is VERY valuable

  9. The value of an internship
    • you learn about yourself: what you like and do not like; what you will do and will not do
    • Investment banking has long hours and lots of work. The boss is usually tied up in meetings until 5 PM.  Then you are assigned work and report your results at 9 AM next morning. One member recalled going with other employees to a baseball game (a company event) and then having to return to the office at 11PM to complete an assignment
    • I want to think of work as joy rather than a job
    • you learn what you are passionate about
    • you learn about companies and how they work
    • you see the relevance of work because you see those you are helping
    • when you have experiences that produced results, you have something to sell to job recruiters
Women in Finance Panel

Women in Finance Panel

Women with internships and careers in finance discussed career development and growth.

Moderator: Candace Lange, Director of the Jane Brock Wilson Center for Women in Management

Panel Members:  Marah Marshall , Rebecca Baldridge, Kim Macko, Luanne G. Sdroyewski, Merritt Wright, Shruti Ghosh

Key Points in the Discussion

  1. Build your own brand
    • know your story, your brand; that is what you are selling
    • your brand is the qualities or characteristics that make you distinctive from your competitors—or your colleagues
    • everything you do—and everything you choose not to do—communicates the value and character of your brand
    • you have to recognize the implications of how people will view you because of the choices you make. Some will be satisfied with your choices while others will not.
    • pick and choose what personal information and choices you share with others.  This is all part of building your brand

  2. How I chose my career
    • it’s what my sister does
    • I had two internships with the company and really like the people and the culture of the company
    • I chose my career as a result of reading the Wall Street Journal.  There was a person who was getting a  lot of press and I felt that I wanted to be like that person
    • I liked the work during my internship
    • the job market was not good so I took one with a Russian bank and that gave me a route to J.P.Morgan.  The Russian experience gave me an second language, an appreciation for other cultures and how business is done elsewhere.  This gave me an ability to navigate uncertainty.
    • you want to find a company with the right culture for you

  3. How are women treated in my organization
    • if you are smart, they respect you
    • creeps come into organizations so you need to develop ways to deal with them
    • in other countries the view of women in the work place is much different
    • you have the ability to set boundaries on how you are treated
      • do not take nonsense from others
      • draw a line in the sand on what behavior you will accept and not accept
      • tell others “this is the way it works and I hope that you are in agreement
      • be firm but say all this with a smile
    • as men start working with women, they can be unsure of how to deal with issues they have not faced before.  Senior managers will come to me and ask how they should deal with these issues.
    • when women dress inappropriately for the work place, correction should come from other women or the Human Resources department
    • in some cases men have refused to mentor women. This is a cultural issue and would never happen in my company
    • You have to fit in.  At the company I work at, there are a lot of “bros.” As a result I have learned a lot about sports.
    • do as much work as the men do

  4. the biggest challenge for women of the next generation
    • with so many more entering the work force, women won’t get special treatment
    • women need to learn how to communicate with men.  They have to stop talking with just other women
    • women have to stop competing with each other and start lifting each other up
    • do not hold yourself back from entering a field because there are not many women in it now
    • women need to be aware of an underlying assumption that is still around—that family matters will interfere with their work.  A father who stays home with a sick child is considered a hero dad while a woman who stays home is missing from work.

  5. Work/life balance
    • the tone is set at the top of the organization
    • I expect a lot out of new employees for the first six to eight months.  I tell them all they should be doing on the personal side is eat, sleep and take showers
    • I assume that the time of those reporting to me is unlimited unless they tell me otherwise.  If they have other priorities, they need to tell me.
    • people recognize that we each have “special times”.
    • my team knows the ebb and flow of the work load.  At times everyone has to be committed to the job.
    • when you make choices , you have to communicate these to those you work with
    • take vacations.  You come back refreshed and are more productive.
    • determine what your top priorities are at work and outside work.  That helps you draw the line at what you are willing to do. One of my decisions is that my work will always be done
    • at times you need to rebalance the load between work and the rest of life.
    • when you work from home, you need to draw boundaries that separate work from the rest of your life. I work at home a lot but I am always available and connect when I need to be connected

  6. How I measure success
    • what matters is how I got there
    • I want to be perceived as my brand
    • that my job is well done
    • that people want to keep working with me
    • that I show grace when I screw up. I own the mistake and that I fix it.

  7. Clothing choices
    • dress in a way that makes you feel confident
    • dressing as a women helps remind the men that you work with that there is a woman present.  Then they are more likely to behave themselves.
    • when you dress as a woman you have more clothing choices
    • what you wear can be part of your brand.  When you wear bright clothes, you stand out.  People remember you.
Alumni Discussion Panel

Alumni Discussion Panel

Distinguished Purdue alumni shared their career paths, experiences and thoughts about financial roles in industry. 

Moderator: Dr. A. Charlene Sullivan

Panel Members: Vivienne Li, Anji Li, , Ted Murphy, Brian Holden, , Kim Macko, Sam McCartney, Marah Marshall, Jake Denhart, Dave Tiley, Morry Davis

Key Points in the Discussion

  1. What the issues are in the economy that concern you
    • the anger in society has altered what is acceptable behavior
    • can the reputation of private equity continue given so much money around chasing deals? The prices at which companies are being bought and sold is incredible.  How much longer will this continue?
    • It’s a great time to be on the sell side of deals. Are company valuation true or inflated?
    • is the market going to turn down?  The funds are quickly scaling up, attracting more money. They will have to live through any downturn.
    • The gap between good and poor investment banks will grow.
    • the imposition of tariffs will affect products and supply chains.  At present the products on which and the levels at which they will be applied is uncertain at this time.
    • BREXIT (Britain’s exit from the European Union) will have serious repercussions on trade but the terms of exit are unknown
    • the pharmaceutical industry is very pipeline driven with global supply chains. Economic disruptions are an issue.
    • with short term interest rates up relative to long term rates, the yield curve is flattening and could even invert
    • rising interest rates are a good thing in my business but refinancing at higher rates becomes a problem for companies.  Where is the break point at which the companies are carrying too much debt?
    • risk is becoming greater but it is not clear that we have the tools needed to evaluate it
    • having national debt is not necessarily bad but how much can we take on and still manage it?

  2. What makes job candidates stand out when you were hiring people
    • did they understand what the job they were interviewing for involves
    • did they appear to be curious given the questions they asked.  This shows that they care about the business.  Anyone can read reports and give numbers. Did they want to go deeper?
    • we want to hire great people so we ask them to tell us who they are, what motivates them, how they define success, how they handle failure.  We also judge whether they are inquisitive and whether they can be trusted.
    • facts about the interviewee (GPA, courses) are table stakes.  Hiring decisions are not made on these. So make yourself an interesting person, someone the interviewer will remember. One panelist had been a field scout, collecting bugs in farmers’ fields for the summer. The interviewers identified her as the “bug” person.
    • past work experiences can provide evidence of job skills: whether you can complete work without direct supervision, whether you can handle difficult situations, how you react under pressure.  Think about the skills you have demonstrated in prior summer jobs or internships
    • fifty percent of any job is communication as everyone works on teams these days.  So we want to know whether you fit our culture and get along with others.
    • try to build a personal connection with the interviewer
    • when the interviewer is doing a day of interviews, get in the first interview.  Then the interviewer is fresh.
    • go into the interview with a good attitude and a smile on your face

  3. How new employees approach their job
    • for the first six months focus on learning the job and reach out to the people who can help you. After eight months, start looking around outside your job
    • you don’t know what you don’t know
    • don’t be afraid to ask question,
      • the answers to which will help you get up to speed
      • if you don’t know, others likely don’t know either. Getting an answer helps all of you
    • don’t get lost in the details.  Ask yourself is this a big issue or a detail. Your boss is not likely to want to know the details. What they want to know about is the three big things that will affect their decision
    • when you work with other areas (analysts for example), bond with them.  You need to know the people you interact with.  Your future is dependent on them.
    • build you consulting skills. Know how to build a story line, how to build power point and presentation skills
    • build your network
    • decide which industry you want to build expertise in
    • lay out goals for the first year so that you focus your activities

  4. Habits that will make you successful
    • write stuff down
    • learn how to write presentations and email
    • bine a good communicator means
      • recognizing that different stakeholders have different interests
      • anticipating the questions they will ask
    • use a calendar to program your activities and set deadlines
    • read information rich publications.  This means books and magazines (such as The Economist, the Wall Street Journal, The Financial Times)
    • you can only think differently if you go outside what you already know
    • show that you can learn rather than being intimidated by your level of knowledge.
    • take time to reflect on what you are learning and how it all fits together. The problem we have is that we never reflect; we are so busy doing things to get them done.
    • work on building relationships
      • develop relationships with people who are skillful in what you want to master
      • do not be afraid of asking the CEO to go to coffee with you.  The worst they can say is no.  And their having a relationship with you can be beneficial for them.  You come with a different set of skills and perspective.
      • make sure that you are being authentic—that you really have a passion for what you seek and are not simply pandering
    • in managing your relationships:
      • follow up
      • provide feedback
      • let contact know what you are doing and have achieved
      • keep up momentum in the relationships
    • have humility.  Everyone can add value to you but they can only do so if you are willing to hear things from their perspective
    • practice solving problems in a structured way (think of this as critical thinking)
    • learn things that will let you persist in the long run
    • learn how to be an active listener: ask questions that qualify and clarify the conversation, repeat what they have said to show you have heard and what your understanding it.)
    • pay attention to detail and practice it in your own life: label, color code, respond to communications received
    • be a grinder
      • have a good work ethic; have fortitude—resolute endurance
      • if you do not know, figure it out then make it happen
    • “bloom where you are planted”.  Take advantage of the opportunities you find yourself dealing with!
    • learn to live within your means

  5. The role of teamwork
    • you can’t avoid being part of a team in which everyone plays a role
    • understand the contribution that your role makes to the team effort.  Then make yourself accountable for making that contribution.
    • being a good team member is learned. You need practice communicating with others, knowing how to collaborate, knowing when you can push and when not to
    • be flexible because situations will be different over time and with different teams.  When you get into new situations, some trial and effort is required to make things work.

  6. Career planning
    • do a self-assessment so you know what you are good at and what your weaknesses are.  You can get feedback from others you work with
    • understand where you are now, where you want to be and how to get there
    • understand what you want to contribute and what matters to you
    • some companies have staged career paths, other are flexible
    • determine what is best for you.  Don’t be led by what peers are doing
    • be open to opportunities when they are presented.  Some come when you least expect them.
    • take advantage of where you are now.  There is always something to learn.

  7. Diversity in the work place
    • our corporate mandate is to have a diverse staff
    • we do business globally so it is essential that we have diverse staff.  Markets vary in many ways: cultures, prices, products. You do not understand these differences without a diverse staff.
    • you need to learn about others and benefit from their experiences
    • you need to make sure that diverse people feel comfortable in the organization
    • the voices of diverse staff have to be heard

  8. The future of finance
    • digital business models are having a big impact on the types of businesses and the way business is being done
    • customers’ behavior is changing and we need to know where they are going
      • how are they going to get access to their money
      • how are they going to invest money
    • block chain will become important but how will it be regulated
    • those banks that can create better instruments will get more business

  9. Value of the MBA
    • the MBA gives you a network and placement services
    • the MBA can open up channels so that you can move up in the organization
    • the MBA can provide a pivot point for your career, but this means that you know what you want from the program
    • it is not necessary in some fields.  Very specific certifications like CFA and CPP are what serve you best in asset management. In actuarial work you need to be certified as an actuary
    • if the company is willing to pay for your MBA and imposes no contractual obligations, go for it

  10. The benefit of STEM thinking
    • Purdue is attractive because it combines the quantitative with the technical
    • by learning sciences, you have the knowledge that lets you have productive business conversations with scientists
    • it lets you relate to the technology used in different industries
    • when you are taking science course you never know what will be useful in the long run but something will be
    • “Lots of people in science can add, subtract and multiple.  And on really good days, they can divide.”
    • what we like is the problem solving logic that comes from science
    • jobs vary tremendously in the actual level of scientific knowledge needed
    • the more technically competent people are, the bigger the jobs they get put on

  11. Finance is not built on exact numbers
    • everything we do is based on assumptions so you have to know what is possible
    • know the band width around specific variables.  That lets you feel comfortable making an assumption about the variable
    • sometimes there are industry standards for variables
    • sometimes colleagues will disagree on what the assumption should be.  You have to know when you are on firm ground with your assumptions.  You know what is right based on your technical knowledge or for ethical reasons.
    • sometimes people do not know where a number came from and no one knows what is right

  12. Engineers enter finance
    • finance takes more skills than are learned in engineering
    • finance is more than a calculation
    • engineers can have entrepreneurial skills
group of students and alumni talkinggroup of students and alumni talkingstudent and faculty talkingstudents, alumni, and faculty networking

Networking Reception

Members of the audience met with alumni, faculty, and student mentors. The reception was held in the Corporate Room in the Krannert Library.

Brad Hintz Krannert alum and Wall Street veteran

Hintz attended finance and accounting classes and shared many insights with Krannert undergraduate students in the week of Sept. 17, 2018.

Career

  • Hintz is an Adjunct Professor of Finance at New York University's Stern School of Business. He has been teaching at Stern since 2014.
  • He served as the Equity Research Analyst covering the capital markets, exchanges and asset management industries at Sanford Bernstein & Co. from 2000 through 2014. For 13 years, he was nationally ranked by Institutional Investor Magazine and by Greenwich Research Associates.
  • Hintz spent 13 years on Wall Street before becoming an equity analyst,
    • 3 years as the Chief Financial Officer and Managing Director of Lehman Brothers Holdings
    • 10 years at Morgan Stanley Group as a Partner of that firm and its Treasurer.
  • Hintz was Vice President and Treasurer of Anderson Clayton & Co. - a Fortune 200 consumer products company headquartered in Houston Texas.
  • Group Vice President at The Northern Trust Company
  • Various financial positions at Standard Oil of California.

Education

  • Bachelor of Science degree in Industrial Management from Purdue University,
  • Master of Science degree from the University of Southern California,
  • Master of Business Administration from the Wharton School.

He serves on the Board of Leaders of the Marshall School of the University of Southern California.

Hintz holds a commission as a Lieutenant Commander in the U.S. Naval Reserve.

Points of interest made during a presentation in the evening of Tuesday, Sept 18, 2018

As CFO of Lehman form 1996 to1998

  • He was brought in to impose financial discipline in the company
  • The company was highly leverage (total assets relative to equity) and was under review by the credit rating agencies. Hintz reduced the firm’s leverage, improved its funding base and turned around its credit outlook.
  • As a leading fixed income broker dealer, the most powerful division at Lehman were the bond traders.  Hintz’s new financial policies restricted their risk-taking activity – and thus their revenue. They soon “wanted his head”.
  • In August 1998, the CEO’s secretary confided in Hints that the Fixed Income had demanded that he be fired.  He then phoned his father who said “You now know what they will do before they do.  Time to negotiate.”  So he went to the CEO’s office and said he understood that he was going to be fired. The CEO asked who had told him this and that he had not yet decided.  Hintz responded by saying that he would not tell who told him but if he resigned it would hurt the stock price. Lehman’s CEO negotiated a generous deal with him—a package more than what he had earned over the past 10 years.  
  • He signed the deal and the next day the company put out an announcement the he was retiring for medical reasons (purportedly a heart condition that he might not survive) and that the company wished his wife and himself the best in these trying times.
  • Hintz noted that “It’s difficult to get a job when you are officially dead.”

Moved to equity research in 2001

  • Hintz was hired by Sanford Bernstein in 2000 and launched as a new equity analyst in 2001. As an equity analyst, Hintz was assigned to cover the securities and asset management industries. In this position a small team follows companies, writes reports that are used by clients to make investment decisions
  • Research teams are expected to know everything about and industry and the companies that are being covered.
    • what every costs is.
    • where it buys its inputs.
    • every new product.
  • Bernstein charges institutional clients to have access to its equity analysts. In Hintz’s case the firm charged $25,000 for an hour of Mr. Hintz’s time.  The clients are portfolio managers within large mutual fund companies or pension funds.

The financial crisis of 2008

  • Though the financial crisis occurred 10 years ago, it still holds in the minds of the senior executives who lived through it so continues to affect their behavior.  The severity of the crisis has led many executives today to realize that black swan events (i.e. unexpected events that can lead to systemic failure) are more common that they previously believed.  
  • The financial crisis of 2008 took a long time to develop and involved a series of factors
    • Low interest rates made borrowing money cheap and home mortgages were readily available.
    • Limits to new house constructions (particularly in the East and West Coast) limited growth of housing stock. This drove home prices went up and convinced large sectors of the population that real estate was a superb investment.
    • Banks, which used to hold onto mortgages to maturity, found that they could profitably originate new mortgages and sell them to firms that securitized the mortgages into mortgage backed securities (MBS).
    • To the originators, selling mortgages was highly profitable too. Selling mortgages meant that banks could earn fees and did not have to hold more capital against mortgages. But this new “originate to sell” business model broke the link between origination of the mortgage and the payoff of the loan.
    • Individual mortgages cash flows were not predictable – a client can pay-off a mortgage any time that they wish. But bundles of mortgages can be sliced into many tranches that provide predictable cash flows. Predictable cash flows are worth more to the bond market than unpredictable ones.
    • Moreover, the securitizing firms found that by mixing some weaker mortgages with high quality mortgages, they had a ‘recipe’ for manufacturing high yielding tranches that would still be highly rated by the credit agencies and could be sold profitably to investors around the world seeking low risk higher yielding assets.
    • Ratings agencies were considered experts at examining the credit risk of financial instruments such as bonds and mortgages. They used historical loss statistics and stress tests of market downturns to determine rating for mortgage backed securitizations.
      • Rating agency experts believed that homeowners did not default on mortgages. They believed that Americans would give up their credit cards and their cars before defaulting on their mortgages. As a result the rating agencies underestimated the credit impact of the weaker mortgages include in securitizations. 
      • The  historical loss studies of the agencies justified AAA/Aaa ratings for mortgage backed securitizations and these high ratings made the MBS securities easy to sell to investors.
      • Unfortunately, the rating agencies never analyzed a nationwide real estate downturn. Such an event had never occurred in the post WWII period.
    • Financial deregulation had been pursued in Washington under the assumption that the capital markets would be more effective at punishing overly aggressive banks than regulators would ever be.
      • New capital rules allowed Wall Street to increase its leverage. Lax enforcement of rules governing new underwritings led to a decline in the quality of Wall Street’s due diligence.
    • Modern risk management at banks failed to predict the developing crisis.
      • Elegant risk models that had been built and accepted at major banks around the world proved to be flawed.  They were mathematically correct but the events of 2006-2007 were unlike anything they had been built to address.
      • The assumption usually made in these early risk models was that risk distributions were normal Bell curves with thin tails.  In fact. the tails are “fat” (Kurtosis is a measure of whether the data are heavy-tailed or light-tailed relative to a normal distribution). That is, data sets with high kurtosis tend to have heavy tails, or many outliers. A uniform distribution would be the extreme case.) This means that events are more likely to occur in the tails, making the predictions more unpredictable.
      • For the banks, these risk management flaws meant that banks allowed their leverage to rise and their mortgage risk to increase – oblivious of the true level of risk that they were taking.
    • When the poorer quality mortgages (sub-prime mortgages) began to underperform in late 2006, demand for new MBS securities fell. Investors began to sell MBS bonds which fell in value.
    • Banks could no longer shed the pools of mortgages that they had bought to securitize. They were trapped with pools of mortgages on their balance sheet which were declining in value and generating mark to market losses. With no new investors to buy MBS securities, there was no way to originate new mortgages.
      • The house price "bubble" burst without new mortgages. Homes could only be purchased for cash. Falling home prices resulted in homes worth less than the mortgage loan, leading homeowners to walk away from their property.
      • Single-family residential mortgages delinquency rate beginning in August 2006 and peaking in the first quarter, 2010. The high delinquency rates led to a rapid devaluation of financial instruments (mortgage-backed securities including bundled loan portfolios, derivatives and credit default swaps). These could not be priced because their quality was uncertain.
      • Securitization also made it impossible for homeowners to renegotiate their mortgages. The slicing and dicing of mortgages into small tranches made it impossible to pursue investors in order to arrange workouts for troubled homeowners. This exacerbated the number of personal bankruptcies and foreclosures which further weakened the economy and spread fear in the credit markets.
      • As the value of these assets plummeted, confidence in the banks evaporated. Many of the largest mortgage securitization participants experienced a liquidity crisis – Lehman Brothers, Bear Sterns.
      • Investors fled all risky assets and the fixed income markets around the world froze. With prices dropping and their (previously liquid) balance sheet frozen – the financial institutions failed one after another as their funding bases ran off and as creditors refused to lend to them.
      • As banks failed lending dried up around the world and the global economy toppled over into the Great Recession.

Wall Street Today

  • The largest capital market participants have lower leverage and stronger capital positions. Liquidity rules require banks to maintain large cushion of excess funding to carry them through any future funding run. New regulations have limited the risk that banks can take in their market making businesses.
  • The financial crisis and new regulations made the major capital markets banks much less risk averse. There is a cost to this new safety. The bond market is inherently illiquid. In the vernacular of Wall Street “bonds trade by appointment.” That means that typically a Wall Street firm must actively make a market by buying bonds when a client wants to sell and selling a bond when a client wants to buy. This means that the bond market is liquid only if Wall Street provided the liquidity by taking risk and holding large inventories.
  • Today, Wall Street is not taking much risk and the banks have shed much of their inventory to boost capital ratios. Many investors believe that this means that the bond market is much less liquid and that this illiquidity will eventually lead to wider credit spreads and higher borrowing rates which will constrain economic growth and potentially could have negative systemic effects.

Life on Wall Street

  • Wall Street is a demanding meritocracy populated by driven commercially oriented actors. It is fun but it is certainly not a 9:00 to 5:00 job – and few people ever get a gold watch at their retirement party on Wall Street. 100 hours a week and lots of take-out dinners. As a new employee it is hard to have time to keep a houseplant alive, never mind a personal relationship. Therefore, turnover is high – about 15 to 20% per year. The companies practice a ‘grow or go’ policy of terminating employees that are no longer eligible for promotion.
  • It takes 9 – 13 years for a new MBA hire to become a partner.
  • But becoming a partner does mean that one can sit back and enjoy the fruits of the position. On average the lifespan of a newly promoted partner is 4 years to 5 year.  Each year senior management examines the partner group and determines when its time for a partner to leave the firm to make way for the young partners on the way up
  • But being a partners at the top Wall Street firms is highly lucrative. The partners get 40% of the firm’s total compensation pool (average GS partners make around $4M/yr.)
  • If you want a job on Wall Street
    • Do not waste time going through Human Resources. Write to people who are doing the work. Be prepared for a lot of rejection. But with 15-20% turnover Wall Street is always hiring.
    • Good candidates for jobs
      • Are quantitative, can write and are motivated
      • After 2-3 years the company wants you to get an MBA or Law degree
      • The company will pay for GRE/GMAT/LSAT training so you do well on the exam
      • Read the Economist, the Wall Street Journal and the Financial Times

Hintz is found in many interviews

Financial & Valuation Modeling Seminar at Purdue University – April 8th & 9th Rawls 1086

Wall Street PrepInterested in investment banking, private equity, portfolio management, business and corporate development, capital markets, equity and credit research, and industry corporate finance careers?

The Purdue Finance Workshop and Larsen Leaders Academy will be hosting Wall Street Prep’s Financial & Valuation Modeling seminar at Purdue University April 8th & 9th.
This intensive 2-day weekend seminar is led by former investment bankers with applied expertise in financial and valuation modeling methodologies, and bridges the gap between academics and the real world to equip students with the hands-on practical financial skills that they will need to excel during the recruiting process and on the job.

PROGRAM AND PAYMENT DETAILS

Day 1:

April 8th (8:00am-5:00pm): Financial Statement Modeling in Excel

Day 2:

April 9th (8:00am-5:00pm): Introduction to Valuation and Discounted Cash Flow Modeling in Excel
  • $100-Outside of Krannert
  • $60-Master’s Students
  • $40-Undergraduate Students
  • To apply, please complete the form at https://goo.gl/forms/po36RiWBD22aDmDD3 by March 31st
  • We will contact accepted applicants about payment
  • We have capacity for 60 participants

WHAT PREVIOUS WSP SEMINAR PARTICIPANTS ARE SAYING

  • 99% of previous WSP seminar participants would recommend our seminar to others
  • 81% found our seminar highly relevant to their professional goals
  • 76% believe the seminar significantly improved their performance and confidence during the recruiting process
  • 79% felt more confident during the technical aspect of finance interviews due to the seminar

WHY SHOULD YOU ATTEND THIS SEMINAR?

  • The seminar enrollment fee represents a 75% educational discount relative to WSP’s corporate training fees
  • Strong resume coverage to help you during this challenging recruiting season
  • Extensive prep materials to ace technical finance questions during interviews
  • Obtain practical financial skill set needed to excel as an Analyst/Associate on the job
  • 99% of previous WSP participants would recommend the seminar
  • 81% found our seminar highly relevant to professional goals
  • 76% believe the seminar significantly improved their performance and confidence during the recruiting process
  • 79% felt more confident during the technical aspect of finance interviews due to the seminar

QUESTIONS OR COMMENTS?

Feel free to contact us at pfw@lists.purdue.edu
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Fall Workshop

Three days of training to kick-off the year’s programming effort; led by alumni and Training the Street. The focus is on ramping-up students’ knowledge, fine tuning their resumes and preparing them for interviews.

Beginning in early fall, 40 students (sophomores and juniors) will be selected to be official workshop participants, there will be an open application period and the top 40 students will be chosen to participate.

Spring Alternative Asset Conference

Conference brings relevant speakers to campus to discuss different career paths, current industry trends and provide mini-case studies that are relevant to on the job situations.