During the golden days of the global investment banking (IB) industry, prior to the subprime mortgage crisis, large firms pursued multiple multi-billion-dollar deals across capital-raising, mergers and acquisition, and advisory functions.
Undoubtedly, during this time, individuals in senior leadership roles would have witnessed:
- The availability of multi-billion dollar deals across sectors and regions,
- Relatively shorter deal closure periods,
- Deal exclusivity,
- Reasonably higher retainer fees during the deal cycle,
- Attractive commissions,
- Hefty bonuses and the resulting flashy lifestyles,
- Little to no work-life balance – not that anyone cared.
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