were all banks if you think about it

You are a struggling second tier competitor that is more unethical and lying just because you have no decency or sense of proper behavior and shows your desperation. Straight out lying about if Chris being fired I thought would be below even you.

UPDATE: Attorney General Dave Sunday announced that Agostino Abbatiello, the leader of a cocaine-trafficking ring involving Penn State University students and two student fraternities, surrendered Tuesday morning: attorneygeneral.gov/taking-a…

10 years in IB and PE consulting has taught me that every accelerated promotion is the same move: replace the level above you. Here's exactly how, at every level - from intern to director. 1. INTERN Your job is to get a return offer - listen often - speak up, you have zero to lose, ask many questions - Ask for clarity, do a great job, think for yourself - A good measure of success is the Senior Associate / Manager treats you as the Analyst on the file 2. ANALYST Your job is to act as the Associate from Day 1, there is little difference except time - Ask for clarity, but do not ask questions you could reasonably make an assumption on - Use your judgement. It's your job to start to find solutions - but I have no experience, how do I find solutions? Google, AI, ask for prior materials, watch excel tutorials, whatever. Nothing is new under the sun - Do NOT put your pen down just because you are waiting for clarity, keep pushing, solve it yourself - Be the 'yes' man / woman. (you'll learn when to say no later) - Related, outwork others. Say yes, say yes often, say you have more time. Because you do. You're the analyst, and you are 22. You have nothing to lose, the downside is a rough week. The upside is compounding knowledge over the next 40 years - A good indication of success is people want you on files, you often get called before your file is over for the next one, little bench time 3. ASSOCIATE Your job is to eventually not have managers on your files because you are acting as Manager - Start to manage analysts and interns when the opportunity comes - Own your delivery stream end to end - This is worth repeating again, ownership means YOU actually own it. You are in control, you know it best, you have the answers at your fingertips, you speak to the client, you are the subject matter expert within your perimeter - Always think of the wider context you play in (Who is my client, both the organization and individual. What is the entirety of the engagement letter? What are my teams objectives? What other work could this lead to?) - A good measure of success, as mentioned, is there is no Manager on your files, and you are juggling multiple files at once 4. MANAGER / VP Your job is to make the Senior Manager / VP irrelevant over time, and get noticed by your Partner. (Notice the consistent theme here?) - You now own end to end delivery of an entire engagement / file - Sometimes you own delivery of multiple files at once - The Senior Manager / Director TRUSTS you (this means you are in control, they don't take control from you) - Learn to be really good at delegating down and managing up (this is where you start saying no) - Being detailed and proactive is key. If your reports are waiting for direction, or your boss asks how [x] is going, you aren't proactive enough - You are not the bottleneck. You also remove bottlenecks - Create followership. Juniors want to work with you because you add value to their learning and career - Build internal relationships (you've been doing this all along, only now you have a clear mandate and some pedigree to grow your internal network) - Become known for something internally (what do others call only you for) - A good measure of success is a Partner / MD calling you directly instead of routing through a Director 5. DIRECTOR Your job is to build a business / book (this breaks from the previous pattern, what got you here won't get you to Partner) - Manage your engagement economics - Intensely focus on personal relationships, internal and external - Solicit the help of your colleagues (below and above) to create space for you to build a business to partnership - If there is no space, change the room you are in - Fight for your people - Become a mentor - Specialize in function and industry (generally, niche down, but make sure the pond is still large enough) - A good measure of success is when people come to you first to solve a particular problem

JUST IN: Sam Altman says AI budgeting has suddenly become a “huge issue” for companies.

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If I wanted to build another dumpster company, I would be able to do it within 50 cities and not own a single piece of equipment..... I wouldn't buy a truck. I wouldn't buy a single dumpster. I wouldn't lease a yard. I wouldn't hire a CDL driver. I'd build a dumpster rental BROKERAGE. The roll-off dumpster industry does $5 BILLION a year in the US. 99% of operators are stuck in ONE city because they're chained to their trucks and cans. I'd own ZERO equipment and operate in 50 markets before they figure out how to open a second location. Here's the full playbook why brokering beats owning, the exact match domain play, startup costs, and the math to scale coast to coast. 🧵👇

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